Organization Change Management (OCM) and Adoption

The Heart of Change: Real-Life Stories of How People Change Their Organizations

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Author:John P. Kotter, Dan S. Cohen
Publisher: Harvard Business Review Press
Released: November 2012
Type: Hardcover
Pages: 224
ISBN:978-0201835953

In Lean In, Sandberg digs deeper into these issues, combining personal anecdotes, hard data, and compelling research to cut through the layers of ambiguity and bias surrounding the lives and choices of working women. She recounts her own decisions, mistakes, and daily struggles to make the right choices for herself, her career, and her family. She provides practical advice on negotiation techniques, mentorship, and building a satisfying career, urging women to set boundaries and to abandon the myth of “having it all. ” She describes specific steps women can take to combine professional achievement with personal fulfillment and demonstrates how men can benefit by supporting women in the workplace and at home.

Wednesday, 15 July 2015 10:33

The Goal: A Process of Ongoing Improvement

The Goal: A Process of Ongoing Improvement

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Author: Eliyahu M. Goldratt
Publisher: North River Press; 30th Anniversary Edition
Released: June 2014
Type: Softcover
Pages: 362
ISBN:978-0201835953

If you are managing projects in a manufacturing setting, this book is critical. If you are managing a project in a company using the theory of constraints, this book is essential. It is the foundation of a pervasive methodology and the precursor to critical chain project management. he is recommended reading before reading any of the other books on critical chain.

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

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Author: Stephen R. Covey
Publisher: Simon & Schuster
Released: Anniversary Edition November 2013)
Type: Softcover
Pages: 432
ISBN:978-0201835953

The title says it all. What project manager does not need to improve their effectiveness? This is a bible that you should always keep in close reach. A true "Must Read."

ADKAR: A Model for Change in Business, Government and our Community

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Author: Jeffrey M. Hiatt
Publisher: Prosci Learning Center Publications
Released: August 2006
Type: Softcover
Pages: 146
ISBN:978-0201835953

This book is currently under review, more details will be added when available

Tired of hearing about change and how your project is implementing it, but have no idea how to make it happen? ADKAR is the gold standard process to follow to help make that happen. This, and a little leadership, will get you ahead of the pack.

Why do some changes fail while others succeed?

How can you make sense of the many tools and approaches for managing change?

How can you lead change successfully, both in your personal life and professional career?

Getting Naked: A Business Fable About Shedding The Three Fears That Sabotage Client Loyalty

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Author: Patrick Lencioni
Publisher: Jossey-Bass
Released: February 2010
Type: Hardcover
Pages: 240
ISBN:978-0201835953

Excellent project managers are relationship builder both with the project team and the stakeholders. You need to continually build those skills and build trust.

Wednesday, 15 July 2015 14:44

HBR's 10 Must Reads on Change Management

HBR's 10 Must Reads on Change Management

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Author:Harvard Business Review, John P. Kotter, W. Chan Kim, Renee Mauborgne
Publisher: Harvard Business Review Press
Released: March 2011
Type: Softcover
Pages: 224
ISBN:978-0201835953
Leadership and Self-Deception: Getting Out of the Box

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Author: Arbinger Institute
Publisher: Berrett-Koehler Publishers
Released: April 2015
Type: Softcover
Pages: 240
ISBN:978-0201835953

Leadership is an art. As a project manager you need to become a better leader. You will not find that in any single book or class. You need to learn, study and practice. It helps you develop tools to better understand the difficult situations you face daily.

Since its original publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book ’s popularity has gone global, with editions now available in over twenty languages.

Through a story everyone can relate to about a man facing challenges on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness.

Switch: How to Change Things When Change Is Hard

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Author:Chip Heath
Publisher: Crown Business
Released: February 2010
Type: Hardcover
Pages: 320
ISBN:978-0201835953

Projects drive change and you need to get people to switch to that change to make your project successful. Switch is a great book on how to help make that happen.

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

A few weeks ago, I set out to write a post on the comparison of various organizational change management (OCM) methodologies and realized that would be a disservice to my readers. It would simply drag you down the path of implementation while failing to focus you on building the foundation. The pressure was too much and I have relented to numerous requests on making that comparison. The caveat is that juxtaposing these models is not comparing different varieties of oranges or even apples and oranges; we are surely comparing the peel to the fruit they contain. Hence, comparing methodologies like Kotter's model (the peel), Prosci's ADKAR (the core), and General Electric's Change Acceleration Process (the whole fruit) need a different approach.

Wednesday, 30 September 2015 15:47

The Catch-22 of Organizational Change Management

"Kotter, ADKAR, or CAP which methodology should we be using to build our approach to improving project adoption?" I hear this question repeatedly from people trying to implement an organizational change management (OCM) program. The problem is that is the wrong question. Take a perfunctory peek at any of the models and you will see that in the quest for an answer people have mistakenly jumped over the first few steps and they head down the road of failure. It is a Catch-22; unless you already have an OCM process in place, you will most likely fail at implementing it. Putting one in place, however, is a change—one of the most difficult cultural transformations your company will undertake. As a result, people jump to the solution stage, which is well down the change management process path (which, they did not know, ironically, since there was no procedure in place).

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