By Linda Ackerman Anderson, Dean Anderson

Your roadmap to reworking an organization!In this significant other quantity to past switch administration, the authors offer you particular how-to counsel for placing their leap forward switch thought into perform, providing unique instruments, innovations, and step by step methods. The switch Leader's Roadmap--part of The working towards association improvement Series--provides the main complete counsel on hand this day for construction transformational switch process and designing and imposing profitable transformation. The booklet promises an in depth considering self-discipline that is helping you tailor the simplest switch method and approach plan on your particular association, exhibiting find out how to prioritize, combine, and consolidate the multitude of human and organizational switch projects which are required to aid destiny good fortune. furthermore, you will know about key swap aid infrastructures that permit the association to operate successfully whereas it really is present process its change."A important version with pragmatic directions and transparent and particular instruments and methods that may help members and teams considering via and successfully major the method of swap of their organizations."--John Carter, Ph.D., GIC association & platforms improvement middle

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Extra resources for The Change Leader's Roadmap: How to Navigate Your Organization's Transformation (J-B US non-Franchise Leadership)

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Both this book and its companion, Beyond Change Management (Anderson & Ackerman Anderson, 2001), are designed to explore the foundational concepts of transformational change, how leaders and consultants must develop to be successful at leading it, and pragmatic approaches to guide organizations realistically through the dynamic river of today's ever-changing business environment. We believe that leaders and consultants are in need of a comprehensive approach for leading transformation: (a) a meaningful context for transformational action; (b) guidelines for thinking through how to plan and respond to transformation; and (c) a methodology for doing so.

We are in awe of the process we are living—consciously listening to Spirit, accepting our humanness, and surrendering ourselves and our relationship to the fire of transformation. We received direct help from our trusty readers, friends and colleagues all, including insightful input from John Adams, Carol Tisson, Jean Redfield, and, of course, Page xxxvi our series editors, Kristine Quade, Roland Sullivan, and William Rothwell. Their feedback and encouragement was invaluable to us, as was that of our Pfeiffer editors.

And the marketplace is operating in hyper-speed. Leaders of today's organizations have their hands full, to say nothing of their heads, hearts, and minds. Do they long for the good old days? Perhaps some do, but those committed to succeeding in this crazily changing world are so focused on today's and tomorrow's challenges that they hardly have time to think about the past. Without question, the nature of change has evolved over the past twenty-five years. The most prevalent type of change in organizations today is transformation, which is vastly different from the dominant types of the 1970s, 1980s, and early 1990s, which were developmental and transitional in nature.

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