Making change happen one person at a time
Subtitle: assessing change capacity within your organization
By: Charles H. Bishop, Jr.
Publisher: AMACOM
Published: 2001
Place of publication: New York
Language: eng
Number of pages: 260
Subjects: Organizational change -- Handbooks, manuals, etc.; Interpersonal relations -- Handbooks, manuals, etc.
Genres: Handbooks, manuals, etc.
Description: "Making Change Happen One Person at a Time offers a different approach to change management, based on a simple premise: that organizational change happens one person at a time. In this down-to-earth guide, Charlie Bishop uses his unique "personal change capacity" model to show you how to identify and develop the people you can (or can't) count on to lead and facilitate change. You'll learn how to spot A-players, who thrive in pivotal change positions; B-players, happy to provide support and take on some new challenges; C-players, solid performers, but not comfortable with change; and D-players, whose resistance to change is so strong that the company may be better off without them."

"Based on a proven, workplace-tested process developed by the author for major companies, Making Change Happen One Person at a Time also equips you to appraise the readiness of your whole organization or department to support the change effort.

Whether you are a senior executive, human resources professional, or operational manager, you can use this hands-on resource to: put the right people in the right jobs to lead your organization's change initiatives; identify in advance the "weak links"--Areas of vulnerability that could undermine your goals; focus, accelerate, and align the actions of the leadership team to save valuable time and scarce organizational resources; prepare your organization to sustain itself over time by building change capability not as a single event but an ongoing skill that must be learned and fine-tuned; create development and coaching plans that best match individual needs; and energize yourself and your staff to be proactive in the change process."--Jacket.
Notes: Includes bibliographical references (p. 249-250) and index.