Leading Continuous Change: Navigating Churn in the Real World
- 2h 57m
- Bill Pasmore
- Berrett-Koehler Publishers
- 2015
Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don't come at you one at a time; they come all at once. It's like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn.
The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer—step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer—you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do—and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter—develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.
For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
About the Author
Bill Pasmore advises leaders worldwide on matters concerning change, leadership and organization design. He is a Professor of Practice at Teachers College, Columbia University where he helps link scholarship to practice Masters and Doctoral students and a Senior Vice President at the Center for Creative Leadership with responsibilities for the organization's global organizational leadership business. Previously, he was a senior partner with the New York-based consulting firm, Oliver Wyman Delta Consulting, and prior to that, a tenured full professor in the School of Management at Case Western Reserve University.
In this Book
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Foreword
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Preface
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Riding the Coaster
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Leading Complex, Continuous Change
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Discovering: Think Fewer
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Deciding: Think Scarcer
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Doing: Think Faster
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Discerning: Think Smarter
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Building Greater Change Capacity over Time
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The Key Message and Guidelines for Action
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A Checklist for Assessing Where You Are
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Leading Continuous Change Self-Assessment
