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Change or die: how to transform your organization from the inside out PDF

112 Pages·2006·2.68 MB·English
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Preview Change or die: how to transform your organization from the inside out

CHANGE OR DIE This page intentionally left blank CHANGE OR DIE How to Transform Your Organization from the Inside Out M. David Dealy with Andrew R. Thomas Westport, Connecticut P R A E G E R London Library of Congress Cataloging-in-Publication Data Dealy, M. David. Change or die : how to transform your organization from the inside out / M. David Dealy with Andrew R. Thomas, p. cm. Includes bibliographical references. ISBN 0-275-98405-2 (alk. paper) 1. Organizational change. I. Thomas, Andrew R. II. Title. HD58.8.D425 2006 658.4'02—dc2 205019181 British Library Cataloguing in Publication Data is available. Copyright © 2006 by M. David Dealy and Andrew R. Thomas All rights reserved. No portion of this book may be reproduced, by any process or technique, without the express written consent of the publisher. Library of Congress Catalog Card Number: 2005019181 ISBN: 0-275-98405-2 First published in 2006 Praeger Publishers, 88 Post Road West, Westport, CT 06881 An imprint of Greenwood Publishing Group, Inc. www.praeger.com Printed in the United States of America The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48-1984). 10 9 8 7 6 5 4 3 2 1 For my wife, Karen —M. David Dealy This page intentionally left blank Contents 1 The Inevitability of Change 1 2 The Great Change Mistakes 13 3 The Change Agent Solution 27 4 Great Change Agents Chalenge the Status Quo 41 5 Great Change Agents Embrace the Necessity of Conflict 51 6 Great Change Agents Manage Risk, Not Avoid It 59 7 Great Change Agents Stoke the Fire of Creativity 73 8 Great Change Agents Develop New Ones 81 9 Change Expectations and the New MBA 87 Notes 95 Bibliography 9 This page intentionally left blank Chapter 1 The Inevitability of Change Nothing endures but change. Heraclites ALTHOUGH IT WAS 20 years ago, it seems like just yesterday. Life was good. After 8 years with the company I was promoted to a job with a big title and even bigger salary. Everything seemed to be going my way until that day when my boss, the general manager, called me into his office. I felt that I could handle anything. I had started at the bot- tom and worked my way up. In the railroad business that meant working on the track with large gangs of other guys who also started at the bottom. And it meant being outside all day long in the blistering heat of summer and the painful cold of winter. We rebuilt track by replacing creosoted cross ties and steel rail. It was hard work, with long hours that left little time for any- thing else. Fortunate enough to be promoted from job to job, I had es- tablished myself as a "change agent." I don't think the term had been coined yet, but that is what I was. The common questions on audit trips by senior management always revolved around

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