Organizational Change. Creating Change Through Strategic Communication

Embrace the best practices for initiating multicultural change in individuals, groups, and institutions Higher education institutions have begun to take steps toward addressing multicultural issues on campuses, but more often than not, those in charge of the task have received little to no training in the issues that are paramount in serving culturally diverse students. Creating Multicultural Change on Campus is a response to this problem, offering new conceptualizations and presenting practical strategies and best practices for higher education professionals who want to foster the awareness, knowledge, and skills necessary for multicultural change on an institutional level. In Creating Multicultural Change on Campus, the authors of the classic text Multicultural Competence in Student Affairs delve deep into key concepts in multicultural organizational development, guiding readers who want to enact change not just at the individual level, but also at the group and institutional levels. Readers will be introduced to frameworks that are crucial for creating inclusive, welcoming, and affirming campus environments. You'll also find comprehensive examples from several institutions along with specific examples of effective multicultural practices that are useful for real-world situations. The book: Provides the strategies, frameworks, and expert guidance for recognizing and addressing multicultural issues in institutions of higher learning Offers a rich understanding of both Multicultural Organizational Development (MCOD) and the Multicultural Change Intervention Matrix (MCIM) and how these models are important for evaluating environments and outcomes Is appropriate for those who serve students directly, as well as higher education leaders and administrators who create professional development programs Is designed as a practical guide and filled with specific examples to help readers apply strategies to their own campuses A much-needed resource, this book can help lead institutions toward meaningful action that will have a positive impact for all individuals in a student body and the professionals who serve them.

Praise for Building Nonprofit Capacity «A central question for leadership is to identify where, and when, to focus organizational energy, and that is where Brothers and Sherman's book comes in. Changing organizations is never easy, which is why managers need the right set of maps and tools—like this one.» Jon Pratt, executive director, Minnesota Council of Nonprofits «Anyone running a nonprofit organization, no matter how large or small, would benefit from reading this book. It's chock-full of useful information about managing change.»Eric Nee, managing editor, Stanford Social Innovation Review «Nonprofit leaders need tools to help them manage better, engage communities, collaborate, and have greater impact. Building Nonprofit Capacity is a great tool and a useful reference for organizations that are seeking to make a greater and more sustainable difference.» Paul Schmitz, CEO, Public Allies «Brothers and Sherman expertly braid together complementary organizational lifecycle frameworks—and add their own wide-ranging expertise and experience—to bring practitioners and executives this comprehensive, relevant, and honest book about the organizational quest to become ever better.»Jeanne Bell, CEO, CompassPoint Nonprofit Services «Whether you are building a start-up, bringing an organization to scale, managing an established group toward excellence, or shepherding a nonprofit at risk of decline, this book should be required reading for every nonprofit executive director.» Richard R. Buery, Jr., president and CEO, The Children's Aid Society «There are a lot of nonprofit management books out there. What makes Brothers and Sherman's book different and so important and worthwhile is that they have combined a number of models, theories, and practices and shaped them into a few essential processes that can be used by organizations both large and small.»Doug Bauer, executive director, The Clark Foundation «In America, too few nonprofit founders or leaders can afford to step aside, nor have they been taught how to share power in the decision-making process. This critical juncture in the evolution of so many groups is but one reason to buy Building Nonprofit Capacity—a book that will help any forward thinking leader to see the future ? and act, today.» Robert Egger, president, DC Central Kitchen «This should be required reading for nonprofit executives and board members!» —Sean Stannard-Stockton, CEO, Tactical Philanthropy Advisors

The ability to manage change-management processes depends on individual skills and organisational culture. These skills have to be increased and practiced; in this perspective, the reading and analysis of this casebook can generate mental training about innovation. In order to look for common problems and solutions for implementing managerial development, a rich portfolio of European cases, with at least one representative for every European component, is presented. Typically comparative works select different countries according to criteria such as English speaking, countries from the same region or industrialised countries. This book looks at comparative differences but also has sufficient cultural, social, political and economic homogeneity. Comparisons are more useful and easier to understand due to common implementation difficulties and possible change strategies. A general introduction leads on to some theoretical background, which presents the Editors’ thinking about strategy, change management and the strategic approach to change management, representing the framework at the core of the book. A guide through the European examples introduces the cases themselves. Teaching notes on how to position the case, learning objectives, question discussion, case analysis and further reference are provided in order to show teachers and trainers how to use each individual case. This book is a tool for discussion and a framework to structure a debate about the evaluation of managerial evolution, providing trainers, students and practitioners with an instrument to understand how to face the difficulties each change management process is affected by.

Robust organizational capacity is a company s potential to apply its skills and resources to accomplish goals and exceed stakeholders expectations. This book provides readers with the ability to diagnose both the drivers of change in their organization and the type of change response needed. In addition to the traditional tangible dimension of change, it presents a framework to leverage the cultural and personal dimensions of change to sustain successful change initiatives. As well, it presents an organizational capability self-assessment process to derive the maximum return on change efforts and investments. CEOs and executives will benefit from the ability to link demands for change to organizational capabilities in strategic initiatives.

With this extensively upgraded second edition, Dean Anderson and Linda Ackerman Anderson solidify their status as the leading authorities on change leadership and organizational transformation. This is without question the most comprehensive approach for leaders who are serious about making change a strategic discipline. —Jim Kouzes, Author, The Leadership Challenge and The Truth About Leadership A comprehensive look at what it really takes to lead transformation successfully, written by two of the «masters of the craft.» The author's best-selling first edition has been significantly updated to deliver critical insights about how leaders can achieve breakthrough results from transformational change, even in these challenging times. The book introduces conscious change leadership and provides insights about the critical human and change process dynamics that leaders must be aware of in order to succeed, and reveals why most leaders do not see these dynamics. Most importantly, it highlights the shift in worldview leaders must make to deliver greater success. The book outlines the author's highly successful «multi-dimensional, process approach» to transformation, addressing change at the organizational, team, relational, and personal levels. It thoroughly addresses leadership mindset and behavioral modeling, culture change, and large systems implementations, providing best practices developed over three decades of successful consulting to Fortune 500 executives. Written for executives and managers, OD consultants, change managers, project managers, and change consultants, this must read book provides the foundation for successful change leadership and consulting. Based on thirty years of action research with Fortune 500 companies, government agencies, the military, and large non-profit global organizations Provides worksheets, tools, case examples, and assessments that you can immediately apply to all types of change efforts Contrasts two vastly different leadership approaches to change, and reveals why only one works Provides solutions for turning employee resistance into commitment Outlines the common mistakes in change and how you can avoid them Reveals the differences between transformation and other types of change so you can build strategies that really get results Beyond Change Management advances the field of change leadership, and takes the concept of managing change in organizations to a whole new level. It is a must read for anyone wanting to stay abreast of advancements in the field. Together with its companion volume, The Change Leader’s Roadmap: How to Navigate Your Organization’s Transformation, these books can be used as texts in corporate or graduate school training programs and courses.

This is a book destined for leaders who wish to implement change more intelligently and effortlessly. Drawing on a combination of rigorous research and extensive organizational experience, the authors present a framework for leading change, ?Changing Leadership?, that describes the specific leader practices they have found make the biggest difference between success and failure in implementing high magnitude change. In doing all of this, the leader works to make change happen in the day to day activity and conversations of the organization.

The Change Leadership Group at the Harvard School of Education has, through its work with educators, developed a thoughtful approach to the transformation of schools in the face of increasing demands for accountability. This book brings the work of the Change Leadership Group to a broader audience, providing a framework to analyze the work of school change and exercises that guide educators through the development of their practice as agents of change. It exemplifies a new and powerful approach to leadership in schools.

The expert guide to effective internal consulting This book guides internal consultants through the steps necessary to bolster their credibility, build relationships within the organization, develop internal marketing abilities, and apply proper methodologies to their work. Alan Weiss, an experienced consultant, provides practical techniques the internal consultant, internal human resources practitioner, and any other internal change agent can use to excel at work, advance their careers, and become valued assets to their organizations. Some of the major subjects covered include setting up the proper environment for success and establishing peer-level interactions. Alan Weiss, PhD (East Greenwich, CT), has consulted with hundreds of organizations around the world, including Mercedes-Benz, Hewlett-Packard, Merck, and Chase. He lectures widely and appears regularly on radio and television to discuss productivity and performance. He is the author of twelve books, including Getting Started in Consulting (Wiley: 0-471-38455-0), The Ultimate Consultant (Jossey-Bass: 0-7879-5508-6), How to Acquire Clients (Jossey-Bass: 0-7879-5514-0), and Process Consulting (Jossey-Bass: 0-7879-5512-4).

In today's world, only the smartest survive. The competitive landscape is littered with graves of well-known firms whose revenues, profits and stock prices rose for decades until they suddenly imploded. In fast-changing business environments, firms must adapt their strategies and innovate to remain at the top. But many successful firms fail to do so. Instead, they succumb to inertia, hesitate, or stick blindly to their old strategies, until it is too late. The ability to adapt to change is a measure of intelligence; so why do firms demonstrate such low Strategic IQ? What causes inertia and why is it so deadly? How can leaders help their firms to act more intelligently? This book identifies the key sources of inertia – strategic, structural and huma – and provides practical advice on how they can be overcome to create smarter corporations. It is both a wake-up call for successful firms and a lifeline for firms struggling to succeed. To successful firms – beware! You may already be dead! To struggling firms – have hope! It is possible to pass powerful competitors by raising your strategic, structural and human IQ. Praise for Strategic IQ «Hard-hitting and stimulating, Wells' thesis carries a robust message that should make business leaders the world over sit up and think.» Archie Norman, Chairman of ITV, UK «Wells makes a compelling case for dramatic change.» Ron Sargent, CEO of Staples, USA

Leave piecemeal strategic change approaches behind and learn how to plan, facilitate, and integrate your change efforts for lasting success. Enterprise-Wide Change takes you through the ?Rollercoaster of Change,? showing you how to deal with resistance, regard skeptics as your best friends, and build a buy-in and stay-in strategy among your employees. The authors use the science of ?Systems Thinking? – a comprehensive, yet simple and integrated way to analyze and build synergy from key organizational elements. You?ll find proven and practical questions, summaries, case studies, examples, and worksheets as well as systems tools, tips, and techniques to foster organization change and development.