图书简介

Section 1: Overview; INTRODUCTION; Making sense of organizations; Purpose of the Book; Cases We Will be Studying; Father Joes’ Villages; San Mateo County (California) Human Services Agency; San Diego Youth Services; San Diego Fire Department; Plan for the Book; Chapter 1: CHALLENGES AND OPPORTUNITIES; Framing Organizational Change; Some Conditions Requiring Change; Leading and Managing Change; To What Extent Can Planned Organizational Change Really Help?; Challenges in implementing organizational change; Organizational Change Defined; Summary; Reflection and focusing questions; Chapter 2: A CONCEPTUAL FRAMEWORK; Key Theories of Organizational Change; Planned vs. Unplanned Change; Levels of Change; Change Context, Content, and Process; A Conceptual Model of Planned Organizational Change; Problem, Need, Opportunity, or Challenge for Change; Change Goal; Assessment; Strategies; Tactics; Technologies and Methods; Outcomes of the Change Process; Essential Elements for Managing Complex Change; Summary; Reflection and focusing questions; Section 2: Change Leadership; Chapter 3: YOU AS A CHANGE LEADER: ASSESSMENT AND DEVELOPMENT; Assessing Yourself as a Change Leader; Change Management and Change Leadership; Change Leadership Competencies; Leadership traits; Task, Relationship, and Change Behaviors; Influence Skills; Ethics in Change Leadership; Leader Development; Summary; Reflection and focusing questions; Chapter 4: THEORIES FOR EFFECTIVE CHANGE LEADERSHIP; Leadership Theories for Change Leadership; Likert’s Management Systems; Participative Decision Making; Exemplary Leadership; Transformational and Transactional Leadership; Adaptive leadership; Compassionate Leadership; Summary; Reflection and focusing questions; Section 3: A Change Model; Chapter 5: ASSESSMENT AND GOAL SETTING; Step 1. Identify the Problem, Need, Challenge, or Opportunity; Step 2. Identify the Desired Future State: the Change Goal; Step 3. Assess the Present; Assessing Context: The Big Picture; Assessing Content: What Needs to be Changed; Assessing Process: Aspects of the Change: Readiness and Capacity; Staff Readiness and capacity; Organizational Readiness; Organizational Capacity; Change Leader Capacity; Force Field Analysis; Summary; Reflection and focusing questions; Chapter 6: LAUNCHING THE CHANGE INITIATIVE; Step 4. Determine the Overall Change Strategy; Step 5. Communicate the Need for and the Desirability of the Change; Step 6. Create a Sense of Urgency; Step 7. Communicate the Change Vision; Summary; Reflection and focusing questions; Chapter 7: IMPLEMENTATION SYSTEMS AND PROCESSES 197; Step 8. Develop the Action System; Formal roles; Sponsor; Champion; Executive Team; Change Leadership Team; Other Change Agents; Other Stakeholders; Change processes; Step 9. Implement the Plan for Change; Implementation processes; Action teams; Additional Aspects of Change Process Implementation; Provide for staff the information and training needed to implement the change.; Provide adequate opportunities for team building and conflict management.; Clearly communicate progress on the change process throughout the organization.; Summary; Reflection and focusing questions; Chapter 8: SUPPORT AND RESISTANCE; Step 10. Develop and Maintain Support; Sources of Support; Top Management; Additional Management Support; Political Overseers; Collaborating Organizations and Community Partners; Sufficient Resources; Resistance; Summary; Reflection and focusing questions; Chapter 9: INSTITUTIONALIZATION AND EVALUATION; Step 11. Institutionalize the Change; Step 12. Evaluate the Change; Summary; Reflection and focusing questions; Section 4: Generic Change Methods; Chapter 10: USING CONSULTANTS; Types of consultants: Expert and Process; Types of Consultants: External and Internal; Internal consultants; External consultants; Selecting and using consultants; Organization Development; Summary; Reflection and focusing questions; Chapter 11: DATA COLLECTION AND ASSESSMENT; Action Research; Employee Surveys; The Management Audit; Client Surveys; Stakeholder Surveys; Organizational Performance Data; Appreciative Inquiry; Reflection and focusing questions; Chapter 12: CHANGE INTERVENTIONS; Team Building; Conflict Management; Role Clarification; Image Exchange/Intergroup Design; Transition Management; Large Group interventions; Reflection and focusing questions; Chapter 13: ADVANCING DIVERSITY, EQUITY, INCLUSION, AND SOCIAL JUSTICE; Background; Cultural Competence; Equity and Social Justice; Summary; Reflection and focusing questions; Chapter 14: QUALITY AND EFFICIENCY IMPROVEMENT PROCESSES; Total Quality Management; Continuous Quality Improvement; Plan Do Study Act; Work Flow Analysis; Cause and Effect Diagram; Lean Transformation; Six Sigma; Lean Six Sigma; Industrial Engineering; Summary; Reflection and focusing questions; Chapter 15: ORGANIZATION REDESIGN; Background and definitions; Dimensions of Organization Design; Organization Design as a Noun; Organizational Structure; Organizational Processes; Criteria for the Redesign of an Organization; Organization Design as a Verb; Criteria for an Effective Redesign Process; A Redesign Model; Business Process Reengineering: A Cautionary Tale; Summary; Reflection and focusing questions; Chapter 16: CHANGING ORGANIZATIONAL CULTURE; Culture and Climate Defined; Characteristics of Effective Cultures; Culture Assessment; Culture Change; Employee Perspectives; Tactics for Culture Change; Summary; Reflection and focusing questions; Section 5: Change Methods For Human Service Organizations; Chapter 17: IMPROVEMENT METHODS FOR HUMAN SERVICE ORGANIZATIONS; Capacity building; Assessing Capacity Building Needs; Improving Organizational Capacity; Best Practices and Benchmarking; Evidence-based Practice Implementation and Implementation Science; EPIS: Exploration, Adoption/Preparation, Implementation, and Sustainment; LOCI: Leadership and Organizational Change for Implementation; NIRN: National Implementation Research Network; CFIR: Consolidated Framework for Implementation Research; Learning Organizations and Knowledge Management; Summary; Chapter 18: CHANGE MODELS FOR HUMAN SERVICE ORGANIZATIONS; Change Models for HSOs; The ARC Model; The Sanctuary Model; Getting to Outcomes; Design Team; Innovation and Intrapraneurship; Cutback management; Cutbacks: Content; Cutbacks: Process; Summary; Chapter 19: STAFF-INITIATED ORGANIZATIONAL CHANGE; SIOC Models; SIOC and Worker Empowerment; Pre-assessment; Assessment; The content of the change; The process aspects of the change; Preinitiation; Initiation; Implementation; Institutionalization; Evaluation; Summary; Reflection and focusing questions; Section 6: Wrap Up; Chapter 20: WHERE WE HAVE BEEN AND WHERE YOU MAY GO; Where We Have Been; A Planned Change Model; You as a Change Leader; Some Final Thoughts; Where do you want to go from here?; Reflection and focusing questions; APPENDIX; 1. Leader Development Plan; 2. Management Audit; 3. Role Functions Worksheet; 4. Responsibility Chart; 5. Transition Management: Team Member; 6. Transition Management: Team Leader; 7. The Organizational Change Tactics Questionnaire; 8. Organizational Change Research: Some Challenges and History; 9. Evidence for the Model; References; Index; About the Author

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