Bare Bones Change Management: What you shouldn't not do (English Edition) [Kindle-editie] beoordelingen het boek quotes

Bare Bones Change Management: What you shouldn't not do (BBCM) takes a radically different approach to business change. It's written for you -- the leader of change on the ground. It's your toolkit to anticipate, defuse, and deal with sources of resistance to whatever change you're responsible for leading. BBCM gives you all seven of the critical tools you need when planning a business change: * Stakeholder analysis. Why? Because if you can't anticipate how different stakeholders will react to the proposed change, you can't plan what to do about it. * Involvement plan. Why? Because employees are more likely to resist something you do to them than with them. * Metrics plan. Why? Because if you can't answer the question, "What does success look like?" nobody will be able to help you get there. Including you. * Structure plan. Why? Because the entire organization is designed to reinforce its pre-change way of operating. Unless you reconfigure it to support the new way of working, it will snap back. * Training plan. Why? Because employees had better be confident they can succeed in the new way of doing things, or they'll do everything they can to work the way that makes them feel competent. * Culture change plan. Why? Because the way employees expect each other to respond to different situations has anchored the whole organization in its current way of dealing with everything that happens. * Communications plan. Why? Because uncertainty is behind so much resistance to change. Employees have questions. They need answers, and they'll get them from someone. The two questions are, from whom (you) and how to construct the answers. (Curious? Hey, that's one of the many reasons you need this book.) BBCM was written by Bob Lewis, author of Bare Bones Project Management: What you can't not do.