Innovative change management (ICM) : preparing your organization for the new innovative culture

Innovative change management (ICM) preparing your organization for the new innovative culture

Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your i...

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Detalles Bibliográficos
Otros Autores: Harrington, H. J. author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Boca Raton, Florida ; London, [England] : CRC Press 2018.
Edición:1st edition
Colección:Management handbooks for results.
Materias:
Organizational change.
Corporate culture.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009631101706719
Tabla de Contenidos:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Dedication
  • Contents
  • Recognition
  • Prologue
  • Author
  • SECTION I: What Is Innovative Change Management (ICM)?
  • Chapter 1 Introduction to Innovative Change Management
  • Opening the Door to Change
  • Change Is Always Personal
  • Important Definitions Used in This Book
  • Two Types of ICM
  • PCM Advantages
  • CCM Advantages
  • Implementing PCM
  • Magnitude of Change Activities
  • PCM Cycle
  • The Status Quo Level
  • The Four Key ICM Factors
  • Key Guidelines
  • Chapter 2 The AS/IS Environment
  • Project Change Management Addresses People Problems
  • Innovation Areas
  • Today's Employee
  • That's Not Fair
  • The Open-Minded Employee
  • Chapter 3 Important Background
  • Building Commitment
  • Institutionalized Commitment
  • Internalized Commitment
  • Communication
  • Five-Way Communications
  • The Downside to Improvement (Layoffs)
  • The Future of ICM
  • Typical Life Cycles for Products and Projects
  • Murphy's Laws Related to ICM
  • Billy Arcement's Inputs
  • SECTION II: Management Action
  • Chapter 4 Leading by Example
  • Executive Leadership
  • Why Managers First
  • Management Leadership
  • Why Top Management Keeps ICM at Arm's Length
  • Management's Role
  • Basic Beliefs
  • Chapter 5 The Innovative Manager
  • Managers Are Ultimately Held Accountable
  • How to Get Creativity, Innovation, Involvement, and Participative Management to Thrive
  • Things Successful Managers Must Do
  • Caught in the Middle
  • Employment Security
  • Trust and Confidence
  • Tell Them Why
  • Do It with a Smile
  • Listening
  • Urgency and Persistence
  • Recognizing Good and Bad Performance-The Feedback Process
  • Participation/Employee Involvement
  • The Push-Pull of Management
  • How to Get Employees to Work
  • Management Threats
  • Self-Motivation
  • Employee Involvement
  • Communicate-Communicate-Communicate.
  • Town Meetings
  • Developing the Desire to Change
  • The New Middle Manager
  • Management's Change Process
  • Innovative Manager Summary
  • SECTION III: Rewards and Recognition
  • Chapter 6 Introduction to Innovative Change Management Tools and Methodologies
  • The Basis for Change
  • Introduction to Rewards and Recognition
  • Chapter 7 Rewards and Recognition
  • Reward Process Hierarchy
  • Why Reward People?
  • Key Reward Rules
  • Types of Rewards
  • Implementation of the Reward Process
  • Don't Turn the Organization Upside Down
  • Reward and Recognition Advantages and Disadvantages
  • People Want Recognition
  • Chapter 8 Project Change Management and Culture Change Management Tools and Methodologies
  • Introduction
  • Different Approaches to ICM
  • Five Types of Change Assessment
  • Assessment 1: Innovation Maturity Analysis
  • Assessment 2: Change History Analysis
  • Assessment 3: Employee Opinion Survey
  • Assessment 4: Customer Focus Groups
  • Assessment 5: Is/Should Be Analysis
  • Assessment Report
  • Performance Improvement Management
  • Chapter 9 Suggestion Programs
  • Problems with U.S. Suggestion Programs
  • Getting Ideas Flowing
  • Idea Sharing
  • Problems without Known Solutions
  • Request for Corrective Action
  • Speak-Up Program
  • How to Get Creativity, Innovation, Involvement, and Participative Management to Thrive
  • SECTION IV: Project change Management (PCM)
  • Chapter 10 Project Change Management Introduction
  • Overview of Project Change Management Methodology
  • PCM Methodology Roles, Authority, and Responsibilities
  • Change Facilitator
  • Black Hole
  • Sponsor
  • Advocates
  • Change Agent
  • Professional Staff
  • Target (Sometimes Called "Impacted Employee")
  • Three Basic Organizational Structures
  • Chapter 11 Project Change Management Tools and Methodologies
  • Typical Project Change Management Tools and Usage.
  • Project Management Life Cycle
  • Chapter 12 Setting the Stage for Project Change Management
  • The Change Process
  • A Structured Approach to Project Change Management
  • Individual Project Change Management Methodology Plan
  • PCM Implementation Plan
  • The Seven PCM Support Patterns
  • Innovative Change Management Approach Applied to a Complex Project
  • PCM and Project Management Working Together
  • How PCM Fits into Project Management Methodology
  • PCM Risk Factors
  • PCM Risk Factor #1: Cost of the Status Quo
  • Status Quo Pain Drivers
  • PCM Risk Factor #2: Vision Clarity
  • Pain Management
  • Transition
  • Other PCM Risk Factors
  • PCM Risk Factor #3: Sponsor's Commitment
  • PCM Risk Factor #4: Change Agent/Advocacy Skills
  • PCM Risk Factor #5: Target Response
  • PCM Risk Factor #6: Culture/Organizational Alignment
  • PCM Risk Factor #7: Internal and External Organizational Events
  • PCM Risk Factor #8: Implementation Architecture
  • When to Use PCM
  • Chapter 13 Summary
  • Tactical Areas of Risk in Project Implementation
  • First Tactical Risk Area: Sponsor Commitment
  • SECTION V: Cultural Change Management (CCM)
  • Chapter 14 Culture Change Management Introduction
  • Introduction to Culture Change Management
  • Culture Change Management
  • Basic CCM Operating Mode
  • Designing the CCM Project
  • Thinking Outside of the Box
  • ICM Methodology Implementation
  • Phase 1: Cultural/Project Assessment
  • Phase 2: Include Change Management in the Organization's Vision, Values, and Objectives
  • Mission Statement
  • Values
  • Strategic Focus
  • Critical Success Factors-Obstacles to Success
  • Establishing Expectations (Measurements)
  • Business Objectives
  • Performance Goals
  • Phase 3: Develop a CCM Plan
  • Chapter 15 Culture Change Management Process
  • The Culture Change Management Plan.
  • Activity 1. Form a Team, Prepare the Project's Future State Objectives/Vision Statement, and Get It Approved
  • Activity 2. Conduct an Assessment to Determine AS/IS Status
  • Activity 3. Develop a Future-State Targeted Operational Document
  • Activity 4. Ensure Organizational Alignment
  • Activity 5. Develop a CCM Change Approach Plan
  • Activity 6. Conduct a Value Proposition and Get It Approved and Funded
  • Activity 7. Develop the CCM Project Plan
  • Activity 8. Prepare a Detailed 6-Month Plan of Action That Is Included in the CCM Project Files
  • Activity 9. Get the Business Case Approved and the Project Included in the Organization's Active Project Portfolio
  • Activity 10. Define Behavioral Patterns That Could Be Used to Indicate How the Culture, Innovation, and Creativity Are Changing
  • Activity 11. Implement the Detailed 6-Month Plan and Evaluate Results
  • Activity 12. Prepare a Detailed 7-18 Month Plan of Action That Is Included in the CCM in Project Files
  • Activity 13. Implement 7-18 Month Plan and Evaluate Results
  • Activity 14. Prepare a Detailed 19-36 Month Measurement and Reinforcement Plan of Action That Is Included in CCM Project Files
  • Activity 15. Implement 19-36 Month Measurement and Reinforcement Plan and Evaluate Results
  • Activity 16. Maintain the Measurement and Reinforcement Plan from Activity 15 to Ensure the Cultural Change Is Not Superficial
  • CCM Plan Design
  • Change Management
  • Strategic Change Risk Areas
  • Strategic Risk Area 1. Resilience
  • Strategic Risk Area 2. Change Knowledge
  • Strategic Risk Area 3. Managing Adaptation Resources
  • Strategic Risk Area 4. Understanding Important Leverage Points
  • Tactical Change Areas
  • Chapter 16 Culture Change Management Tools and Methodologies
  • Planning for Culture Change Management
  • Start the CCM Methodology with a No-Layoff Policy
  • Resiliency.
  • Five Types of Personal Attitudes
  • Positive Attitude
  • Focused Attitude
  • Flexible Attitude
  • Organized Attitude
  • Proactive Attitude
  • Specialized Improvement Techniques and Methodologies for CCM
  • Assignment Rotation
  • Employee Suggestion Program
  • Improvement Effectiveness/Good Ideas Program
  • Creativity Motivation Program
  • Creativity Enhancement Programs
  • Area Activity Analysis (AAA)
  • Management Rotation
  • Speak-Up Program
  • Chapter 17 Culture Change Management Summary
  • IBM as an Example of Cultural Change
  • SECTION VI: Summary
  • Chapter 18 Innovative Change Management Summary
  • Fifty Ways to Improve
  • Technologies' Impact on Change
  • Technology on the Move
  • Technology Movers
  • Technology Examples
  • How Much Should We Rely on Technology?
  • Pitfalls to Successful ICM
  • The Ten Commandments of ICM
  • Major Reference Books
  • Resilience
  • Appendix A
  • Appendix B
  • Appendix C
  • Index.

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