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El. knyga: Making Change Work: How to Create Behavioural Change in Organizations to Drive Impact and ROI

3.75/5 (8 ratings by Goodreads)
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  • Formatas: 296 pages
  • Išleidimo metai: 03-May-2016
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9780749477615
Kitos knygos pagal šią temą:
Making Change Work: How to Create Behavioural Change in Organizations to Drive Impact and ROIDidesnis paveikslėlis
  • Formatas: 296 pages
  • Išleidimo metai: 03-May-2016
  • Leidėjas: Kogan Page Ltd
  • Kalba: eng
  • ISBN-13: 9780749477615
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Underpinned by decades of research and application, Making Change Work shows that the lynchpin that connects change initiatives and their ultimate success is behavioural change. The book brings together the ROI Institute's established methodology for aligning projects and programmes to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer. It offers a step-by-step process that partners with any business initiative requiring behavioural change, providing the critical link bridging the knowledge and application. At the heart of the methodology is a framework for reflective conversation, ensuring accountability and aligning people to the desired outcomes.

Cutting through complex change theory, Making Change Work is a 'how to' guide, providing an end-to-end approach to solve the problem that businesses have grappled with for so long from change projects that don't deliver business impact. It includes real life case studies from organizations such as BMW and the University of NSW Department of Innovation on how organizations are using the framework to create successful outcomes that are not just demonstrated but that are delivered and measurable. It is ideal for any professional who is embarking on any organizational initiative requiring change and evaluation of the subsequent ROI, whether it is a learning initiative, quality initiative or change initiative.

Recenzijos

"A great combination of practical advice, real-world experience and solid theoretical underpinning, Making Change Work provides the vital bridge between L&D practice and the behavioural change that ensures business impact." * Donald H Taylor, Chairman, Learning and Performance Institute * "The cost of not getting change right is enormous - competitive cost, social cost, emotional cost and more. This book builds on the authors' earlier work and explores the way a structured approach can vastly increase the opportunity of getting change right." * Charles Jennings, 70:20:10 Institute *

Acknowledgement ix
PART ONE Why change?
1(56)
01 The need for results from change
3(11)
The cost of failed change
5(3)
How to build successful change management capability
8(3)
Change is not negative
11(1)
References
12(2)
02 Business alignment: The V Model
14(25)
Theory of change
14(4)
Business alignment
18(8)
Case Study: Southeast Corridor Bank
26(10)
Summary of key points
36(2)
References
38(1)
03 Current failures of behavioural change
39(18)
No ownership of the change
40(2)
Little understanding of what's needed after the change
42(3)
Loss of control for those involved in the change
45(4)
Little appreciation of the difference between reinforcement and reflection
49(4)
Summary of key points
53(3)
References
56(1)
PART TWO TLA process and theory
57(58)
04 The TLA process and applications
59(15)
TLA evolution and results
59(4)
TLA as a lever for change
63(1)
Change requires reflection
64(2)
Creating the environment for change
66(1)
Stages of TLA
67(4)
Summary of key points
71(2)
Reference
73(1)
05 Preparation
74(24)
The anatomy of change
75(3)
The need for the right mindset
78(4)
The TLA Action Plan
82(9)
The TLA Change Agreement
91(2)
Summary of key points
93(4)
References
97(1)
06 ACTION conversation
98(17)
TLA vs traditional coaching
99(2)
The ACTION Conversation Model
101(11)
Summary of key points
112(2)
Reference
114(1)
PART THREE Evaluation
115(74)
07 Evaluation planning
117(17)
The ROI Methodology
117(3)
Purpose and objectives
120(5)
Evaluation plans
125(6)
Summary of key points
131(2)
Reference
133(1)
08 Data collection
134(24)
Methods and instruments for data collection
135(14)
Sources of data
149(3)
Timing of data collection
152(3)
Summary of key points
155(2)
References
157(1)
09 Data analysis
158(17)
Isolating the impact of change
158(5)
Converting data to monetary value
163(4)
Tabulating fully loaded costs
167(1)
Calculating ROI
168(3)
Defining intangible benefits
171(1)
Summary of key points
172(2)
References
174(1)
10 Reporting results
175(14)
Detailed evaluation reports
175(3)
Meetings
178(2)
Routine publications
180(1)
Routine feedback on progress
181(1)
The communication plan
182(1)
A word of caution
183(1)
Guidelines for reporting results
184(3)
Summary of key points
187(1)
Reference
188(1)
PART FOUR TLA in practice
189(75)
11 Making TLA work: Skill set
191(17)
Asking power questions
191(5)
Being listening
196(2)
Using intuition effectively
198(7)
Summary of key points
205(3)
12 Making TLA work: Guiding the conversations
208(19)
Helping identify and get in the `gap'
209(2)
Solution for Scenario 1 OARBED
211(6)
Solution for Scenario 2 Off the Fence
217(3)
Solution for Scenario 3 The Panel of Three process
220(4)
Summary of key points
224(2)
References
226(1)
13 How to roll out TLA in line with the alignment model
227(17)
WHO rolls out TLA?
228(8)
WHEN TLA needs to support change
236(2)
HOW to roll out TLA effectively
238(3)
Summary of key points
241(3)
14 Case study: UNSW Innovations at UNSW Australia
244(11)
Opportunity for change
245(2)
The change: a new IT solution
247(1)
Business alignment and the approach to change
247(2)
Installation and training
249(1)
TLA after the change
250(2)
Common barriers that TLA helped overcome
252(1)
Outcomes and evaluation
253(2)
15 Case study: Successfully managing a mature workforce
255(9)
Opportunity for change
255(2)
The change: workshops for mature staff
257(1)
Aligning with the business
257(5)
TLA after the change
262(1)
Outcomes and evaluation of the initiative
263(1)
References 264(1)
Appendix 1 Sample TLA Plan 265(1)
Appendix 2 Turning Learning into Action™ Change Agreement 266(2)
Appendix 3 Sample conversation to illustrate the flexible TION part of the ACTION model 268(10)
Index 278
Emma Weber is the Founder and Director of Lever Learning. A recognised authority on the subject of transfer of learning, she created the Turning Learning into Action® methodology, established to help organizations and their employees create business results by converting learning to effective action back on the job.

Dr. Patti Phillips is President and CEO of the ROI Institute, Inc. She has implemented ROI in private and public sector organizations around the world, and has conducted ROI impact studies on programmes such as leadership development, sales, new hire orientation, and human performance improvement programmes.

Dr Jack J. Phillips is a world-renowned expert on accountability, measurement and evaluation, providing consulting services for Fortune 500 companies and major global organizations. His expertise in measurement and evaluation is based on more than twenty-seven years of corporate experience in the aerospace, textile, construction materials and banking industries, and in senior HR and Learning and Development roles. The American Society for Training and Development gave him its highest award for his work on ROI.
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