Over Woody van Olffen
Woody van Olffen is hoogleraar Organisatieverandering en –ontwikkeling aan TIAS School for Business and Society van Tilburg University. Coach van veranderleiders en change agents.
Woody van Olffen
hoogleraar Organisatieverandering en – ontwikkeling, TIAS School for Business & Society
Meer over de auteurs
Woody van Olffen,
Raymond Maas,
Wouter Visser
Engage!
Travel guide for change adventures
Paperback Engels 2019 1e druk 9789492004857Nu besteld, dinsdag in huis
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Samenvatting
'Engage!' is the Lonely Planet for organizational change. This practical and accessible travel guide for change agents offers a unique mix of scientific and practical insights. After all, action without knowledge is reckless and knowledge without action is impactless.
'Engage!' offers help and encouragement at every stage of the change adventure, centering on shared inspiration, co-creation, experimentation, and especially on how to quickly get down to ‘learning to learn’ together. The authors will take you on a gripping journey, reinforced by vibrant visuals, surprising insights, and engaging examples from international practices. Along the way, they will provide insight into the attitude and constructive behavior needed to keep the ship and its crew on course, avoid black holes, and discover new worlds.
Trefwoorden
Specificaties
ISBN13:9789492004857
Taal:Engels
Bindwijze:paperback
Aantal pagina's:224
Uitgever:Warden Press
Druk:1
Verschijningsdatum:18-9-2019
Hoofdrubriek:Verandermanagement
Lezersrecensies
Wees de eerste die een lezersrecensie schrijft!
Over Raymond Maas
Raymond Maas is managing partner van AMI Consultancy.
Andere boeken door Raymond Maas
Over Wouter Visser
Wouter Visser zet, na 12 jaar als adviseur bij Ami Consultancy, zijn kennis en ervaring in bij een grote corporate. Tevens is hij als associate partner verbonden aan de Service Science Factory en treedt hij regelmatig op als spreker.
Andere boeken door Wouter Visser
Inhoudsopgave
Preface to the International Edition 11
Part one: Earth
1 Welcome Aboard! 15
1.1 Change: Faster and Always Different 15
1.2 Organizations in Constant Switching Mode 16
1.3 The “Process Anatomy” of an Adventure: Choices x Chance x Unintended Outcomes 18
1.4 Change as a Learning Adventure 21
1.5 The Structure of this Book 22
Close-Up 23
2 Our Universe 27
2.1 Deep and Superficial Change 27
2.2 Different Behavior as the Only Change Criterion: The Tarzan Model 30
Close-Up 33
3 Push and Pull: Necessity and Desire 37
3.1 Stability, not Change, is the Norm 37
3.2 Push and Pull: Necessity and Passion 38
3.3 What Will Be Our Learning Adventure…? Defining Your Core Change Theme in 4 Steps 40
Close-Up 43
Part two: In orbit
4 Our Launch Pad: the Change Canvas 47
4.1 The Engage! Process Model for Change Adventures 47
4.2 Canvas Purpose and Overview 50
Close-Up 52
5 The Storyboard 57
5.1 Building Inspiration and Vision 57
Close-Up 61
6 The Switchboard 65
6.1 Imagining and Visualizing the Change in Concrete Terms 65
6.2 A Compass: the First Proof of Change 68
Close-Up 69
7 The Actionboard 73
7.1 Helping Each Other Learn 73
7.2 The “What” 73
Close-Up 78
8 The Crew 81
8.1 The Right People in the Right Roles 81
8.2 Forging the Crew into a Close-Knit Collective 84
8.3 The Snowball Effect: Recruiting More Change Agents 86
Close-Up 87
9 The Culture on Board 91
9.1 This Is How We Do: Things to Recognize Organizational Culture By 91
9.2 Organizational Culture and Organizational Change 93
Close-Up 96
10 Building Impulse 101
10.1 Inspire Each Other! Get Others Involved Through Dialogue and Co-Creation 101
10.2 Prioritize Behavior: Willing, Endorsed, Able, and Enabled 102
Close-Up 105
11 Controlled Flight 111
11.1 Embedding the Change in the Organization: Make It a Project 111
11.2 Project Management 101 112
11.3 Setting Up a Change Project/Program 114
Close-Up 117
Part one: Earth
1 Welcome Aboard! 15
1.1 Change: Faster and Always Different 15
1.2 Organizations in Constant Switching Mode 16
1.3 The “Process Anatomy” of an Adventure: Choices x Chance x Unintended Outcomes 18
1.4 Change as a Learning Adventure 21
1.5 The Structure of this Book 22
Close-Up 23
2 Our Universe 27
2.1 Deep and Superficial Change 27
2.2 Different Behavior as the Only Change Criterion: The Tarzan Model 30
Close-Up 33
3 Push and Pull: Necessity and Desire 37
3.1 Stability, not Change, is the Norm 37
3.2 Push and Pull: Necessity and Passion 38
3.3 What Will Be Our Learning Adventure…? Defining Your Core Change Theme in 4 Steps 40
Close-Up 43
Part two: In orbit
4 Our Launch Pad: the Change Canvas 47
4.1 The Engage! Process Model for Change Adventures 47
4.2 Canvas Purpose and Overview 50
Close-Up 52
5 The Storyboard 57
5.1 Building Inspiration and Vision 57
Close-Up 61
6 The Switchboard 65
6.1 Imagining and Visualizing the Change in Concrete Terms 65
6.2 A Compass: the First Proof of Change 68
Close-Up 69
7 The Actionboard 73
7.1 Helping Each Other Learn 73
7.2 The “What” 73
Close-Up 78
8 The Crew 81
8.1 The Right People in the Right Roles 81
8.2 Forging the Crew into a Close-Knit Collective 84
8.3 The Snowball Effect: Recruiting More Change Agents 86
Close-Up 87
9 The Culture on Board 91
9.1 This Is How We Do: Things to Recognize Organizational Culture By 91
9.2 Organizational Culture and Organizational Change 93
Close-Up 96
10 Building Impulse 101
10.1 Inspire Each Other! Get Others Involved Through Dialogue and Co-Creation 101
10.2 Prioritize Behavior: Willing, Endorsed, Able, and Enabled 102
Close-Up 105
11 Controlled Flight 111
11.1 Embedding the Change in the Organization: Make It a Project 111
11.2 Project Management 101 112
11.3 Setting Up a Change Project/Program 114
Close-Up 117
Part three: Deep space
12 Momentum 121
12.1 Perpetuating the Movement: Focus on the Touchpoints 121
12.2 Keep Your Eye on the Ball: Ensure Permanent Focus on the Change 122
12.3 Feed and Grow the Movement: Tap Into Inner Motives 123
12.4 Going Viral: Make the Change Contagious 125
12.5 Scrum Instead of Plan: Make the Learning Cycle “Small” 127
Close-Up 129
13 Red Alert! 133
13.1 Resistance Is Not a Red Alert 133
13.2 Examples of Genuine Red Alert Signs 133
13.3 Detecting and Using Red Alerts 135
Close-Up 136
14 The Void 139
14.1 And It Suddenly Went Quiet... 139
14.2 Addressing Doubts 140
14.3 What Is Resistance? 141
14.4 Just Do … Nothing! 143
Close-Up 144
15 Aye Aye, Captain! 149
15.1 Management Versus Change Leadership 149
15.2 What Good Change Leaders Do and Don’t Do 150
15.3 Self-Connection: Authentic and Honest Leadership 152
15.4 On the Soapbox: How to Tell an Engaging Story? 153
Close-Up 155
16 The Dark Force 159
16.1 The Role of Power and Politics 159
16.2 Political Skills for Change 160
Close-Up 162
17 Strange New Worlds 167
17.1 When on Mars, Do As the Martians Do 167
17.2 The Change Culture and Differences Between National Cultures 169
Close-Up 171
18 1, 2, 3… for God’s sake! 173
18.1 Leavers and Remainers: Protect the Organization’s Strengths 173
18.2 Help Employees Adapt 175
Close-Up 177
Part four: Mission accomplished
19 The Logbook 181
19.1 “Capturing” and Saving Lessons Learned for Future Reference 181
19.2 Spreading Lessons Learned 182
Close-Up 183
20 Major Maintenance 187
20.1 The Learning Culture as the Core of Change Capability 187
20.2 Maintaining the Learning Culture: Keep Inspiring Each Other 188
Close-Up 190
21 Meanwhile, On the Long-Range Scanner… 195
21.1 A Keen Eye on the Future 195
21.2 Where to Next, Traveler? 196
Close-Up 198
Scientific Background 201
About the Authors 203
Notes 205
Literature 211
Index 218
Index of Names 223
12 Momentum 121
12.1 Perpetuating the Movement: Focus on the Touchpoints 121
12.2 Keep Your Eye on the Ball: Ensure Permanent Focus on the Change 122
12.3 Feed and Grow the Movement: Tap Into Inner Motives 123
12.4 Going Viral: Make the Change Contagious 125
12.5 Scrum Instead of Plan: Make the Learning Cycle “Small” 127
Close-Up 129
13 Red Alert! 133
13.1 Resistance Is Not a Red Alert 133
13.2 Examples of Genuine Red Alert Signs 133
13.3 Detecting and Using Red Alerts 135
Close-Up 136
14 The Void 139
14.1 And It Suddenly Went Quiet... 139
14.2 Addressing Doubts 140
14.3 What Is Resistance? 141
14.4 Just Do … Nothing! 143
Close-Up 144
15 Aye Aye, Captain! 149
15.1 Management Versus Change Leadership 149
15.2 What Good Change Leaders Do and Don’t Do 150
15.3 Self-Connection: Authentic and Honest Leadership 152
15.4 On the Soapbox: How to Tell an Engaging Story? 153
Close-Up 155
16 The Dark Force 159
16.1 The Role of Power and Politics 159
16.2 Political Skills for Change 160
Close-Up 162
17 Strange New Worlds 167
17.1 When on Mars, Do As the Martians Do 167
17.2 The Change Culture and Differences Between National Cultures 169
Close-Up 171
18 1, 2, 3… for God’s sake! 173
18.1 Leavers and Remainers: Protect the Organization’s Strengths 173
18.2 Help Employees Adapt 175
Close-Up 177
Part four: Mission accomplished
19 The Logbook 181
19.1 “Capturing” and Saving Lessons Learned for Future Reference 181
19.2 Spreading Lessons Learned 182
Close-Up 183
20 Major Maintenance 187
20.1 The Learning Culture as the Core of Change Capability 187
20.2 Maintaining the Learning Culture: Keep Inspiring Each Other 188
Close-Up 190
21 Meanwhile, On the Long-Range Scanner… 195
21.1 A Keen Eye on the Future 195
21.2 Where to Next, Traveler? 196
Close-Up 198
Scientific Background 201
About the Authors 203
Notes 205
Literature 211
Index 218
Index of Names 223
Afgekapt op 62 regels
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