By Tom Devane
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Extra resources for The change handbook: group methods for shaping the future
Sample text
How do I use them? Do they work? If so, why? How do I pick the right approach for my situation? How do I explain these changes to my customers? What kinds of results are being achieved? What do I have to do to prepare myself? These are the questions we have strived to answer for you. middle managers and project managerssearching for proven methods to accomplish the daunting task of successful, sustainable changeTable 1. community leadersseeking effective approaches to sustainable developmentsenior managersmeeting an overall responsibility for significant organizational performanceinternal organization development consultantsseeking proven methods for systemic, large-scale changeinternal Total Quality consultantssearching for meaningful, reliable ways to involve the organization in continuous improvementinternal business reengineering groupsenhancing process redesign efforts with "the people side of change" to increase individual motivation, commitment, and performanceproject leaders or large information systems projectsseeking ways to make the new technology more effective and the people more productive by engaging them in the change processprocess owners managing key organization processesseeking methods to enhance process performanceexternal consultantsassisting clients with high-leverage methods that dramatically improve organizational performance and support community development effortsTable 1.
This belief, that the people in the system know best, is a profound shift from the days of bringing in the outside "efficiency" expert with the answer. While several of these approaches rely on new ideas, such as Gemba Kaizen's introduction to the concepts of Just in Time and Total Productive Maintenance, not one of them presumes to have the answer. Instead, they engage people in the organization in making choices about what's best for them. Change is a process, not an event. While most of the authors describe a half-day to three-day event as their "method" for change, they are all quick to add that the sum total of a transformational effort should not be just one change event.
4. What are our next steps? Chapter Questions In each chapter the authors respond to the ten general topics shown below. While the topic headings vary with the different author's voices, the subject area sequence remains consistent. Icons appear next to the headings to help you easily spot each topic. After reading several chapters, your study group might use the questions below to discuss how the methods could serve your organization or community. 1. Story About Use A. Could we envision this scenario unfolding in our environment?