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Making Change Stick: Twelve Principles for Transforming Organizations
Does something need to change in your organization? Are you pondering how to get started -- or wondering why the last change initiative was less than a resounding success? This book explores the reasons why change fails to stick and offers practical suggestions for building and leading change-capable organizations.
The essential components for initiating and sustaining change are analyzed in twelve steps. Each section includes questions for leaders to ask themselves about their organization and their own influence on its attitude toward change, as well as practical ideas for helping everyone in the organization become more adaptable, resilient, and change-capable. Leaders at all organizational levels can make change stick by following the principles detailed in this book.
The essential components for initiating and sustaining change are analyzed in twelve steps. Each section includes questions for leaders to ask themselves about their organization and their own influence on its attitude toward change, as well as practical ideas for helping everyone in the organization become more adaptable, resilient, and change-capable. Leaders at all organizational levels can make change stick by following the principles detailed in this book.
- GenresLeadership
176 pages, Paperback
First published August 17, 2005
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Displaying 1 - 4 of 4 reviews
December 30, 2018
Quick read that scratches the surface of lasting organizational change. Some good metaphors but overall a bit vague in its principles.
August 12, 2007
It is easy for the head of any company, large or small, to decree Change Is Necessary. It is much harder to actually do it, and make it stick, from top to bottom. This book, written for executives, is meant to make that process of change not so difficult.
The first principle is to know where you are going. Dust off your company’s mission statement and start putting it into practice (if your company does not have a mission statement, why not?). Do not be afraid to challenge your thinking. Just because the executive suite has successfully "changed," do not assume that all parts of the company will be as successful. There is no such thing as too much internal communication about the change. Silence from the top will invariably be filled with rumor and innuendo from the bottom, usually negative.
Take a hard look at your company culture. If you are a strict, by-the-book company, any change may have a hard time being implemented. Perhaps cultural alterations should come first. Some people will have a real problem accepting change, not just because they like the present system, but they will treat it like a funeral, mourning the “death” of the old system. Even partial improvement toward the company goal is better than nothing, so do not fixate on 100% improvement. Be honest when it comes to measuring progress toward the goal, because numbers can be fudged in any direction. When people are caught doing something right, be sure to reward them.
This is a much-needed book for executives of any size company. The chapters are short, in keeping with short executive attention spans, it is mercifully light on the buzzwords, and even non-business people can get it. It is very much worth the time.
The first principle is to know where you are going. Dust off your company’s mission statement and start putting it into practice (if your company does not have a mission statement, why not?). Do not be afraid to challenge your thinking. Just because the executive suite has successfully "changed," do not assume that all parts of the company will be as successful. There is no such thing as too much internal communication about the change. Silence from the top will invariably be filled with rumor and innuendo from the bottom, usually negative.
Take a hard look at your company culture. If you are a strict, by-the-book company, any change may have a hard time being implemented. Perhaps cultural alterations should come first. Some people will have a real problem accepting change, not just because they like the present system, but they will treat it like a funeral, mourning the “death” of the old system. Even partial improvement toward the company goal is better than nothing, so do not fixate on 100% improvement. Be honest when it comes to measuring progress toward the goal, because numbers can be fudged in any direction. When people are caught doing something right, be sure to reward them.
This is a much-needed book for executives of any size company. The chapters are short, in keeping with short executive attention spans, it is mercifully light on the buzzwords, and even non-business people can get it. It is very much worth the time.
July 27, 2008
Making Change Stick: Twelve Principles for Transforming Organizations
Richard C. Reale
Positive Impact Associates
Of special interest to me is Reale’s clever use of various reader-friendly devices such as “Questions to Ponder” and “putting the Principle into Practice” with which he concludes chapters. They focus on key issues and summarize key points that facilitate, indeed expedite frequent reviews of the material after a first reading. They also serve as “gut checks” that enable the reader to evaluate the progress of change initiatives and to measure their effectiveness throughout various stages of the change initiative process.
It would be a fool’s errand to read his book and then attempt to adopt and then apply all of the material he provides. Think of his book as an operations manual for organizational transformation. It can guide and inform both the planning and subsequent implementation of a plan that is most appropriate to the needs, resources, and ultimate objectives of the given organization, whatever its size and nature may be.
I think his book will be of great value to all decision-makers but especially to those who have little (if any) understanding of the mindset, perspectives, and analytical skills that effective change agents have. They see each problem as a challenge, of course, but also as a learning opportunity. They realize that what those who comprise a team know is much greater than what any one member does. And finally, they have patience as well as determination when facing the resistance their efforts will inevitably encounter.
Richard C. Reale
Positive Impact Associates
Of special interest to me is Reale’s clever use of various reader-friendly devices such as “Questions to Ponder” and “putting the Principle into Practice” with which he concludes chapters. They focus on key issues and summarize key points that facilitate, indeed expedite frequent reviews of the material after a first reading. They also serve as “gut checks” that enable the reader to evaluate the progress of change initiatives and to measure their effectiveness throughout various stages of the change initiative process.
It would be a fool’s errand to read his book and then attempt to adopt and then apply all of the material he provides. Think of his book as an operations manual for organizational transformation. It can guide and inform both the planning and subsequent implementation of a plan that is most appropriate to the needs, resources, and ultimate objectives of the given organization, whatever its size and nature may be.
I think his book will be of great value to all decision-makers but especially to those who have little (if any) understanding of the mindset, perspectives, and analytical skills that effective change agents have. They see each problem as a challenge, of course, but also as a learning opportunity. They realize that what those who comprise a team know is much greater than what any one member does. And finally, they have patience as well as determination when facing the resistance their efforts will inevitably encounter.
April 14, 2008
“In business, it is important to continually come up with better strategies to improve quality, service, and profits. In order to do so, change is inevitable. Unfortunately, change is often fraught with initial resistance and then fails to become entrenched into the system. Eventually, the old comfortable system replaces the proposed change and nothing really ever changes.
Making Change Stick looks at the reasons that change doesn't stick. Not only does this book give readers ideas on how to present changes in a more positive, productive way to reduce initial resistance and bitterness but the author also gives the reader ideas on how to entrench new changes to produce a smoother transition. One of the most valuable sections in this book explains that individuals will react to change in different ways, according to their personality types. Since each of these personality types reacts differently to change, each will also require differing coping mechanisms to make change stick.
Making Change Stick looks at the reasons that change doesn't stick. Not only does this book give readers ideas on how to present changes in a more positive, productive way to reduce initial resistance and bitterness but the author also gives the reader ideas on how to entrench new changes to produce a smoother transition. One of the most valuable sections in this book explains that individuals will react to change in different ways, according to their personality types. Since each of these personality types reacts differently to change, each will also require differing coping mechanisms to make change stick.
Displaying 1 - 4 of 4 reviews