Wentworth
Institute of Technology
Rapid organizational change /
"A new lean and agile model for more effective change management Rapid Organizational Change gets right to the heart of the change initiative problem, and offers a time- and money-saving solution. The fact that so many change initiatives fail or underperform can be traced back to one major issu...
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| Main Author: | |
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| Format: | Electronic eBook |
| Language: | English |
| Published: |
Hoboken :
Wiley,
2017.
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| Subjects: | |
| Online Access: |
Full text (Wentworth users only) |
Table of Contents:
- Cover; Title Page; Copyright; Contents; Preface; Acknowledgments; About the Author; Chapter 1: The Refraction Layer; What is Refraction Anyway?; Leadership Proximity Trumps Leadership Rank; Layers of Sedimentary Rock; Overprotection of labor-by choice!; Seniority-Based Promotion; Leadership Fear of Staff; Rewarding Lack of Failure as Success; Dearth of Leadership Bench; Eliminating Refraction; Japan as a Crucible; Chapter 2: The Myth of Uniqueness; Busting the Galapagos Myth; National Culture Tempers Behavior but Company Culture Determines Behavior; What Makes People Tick-Even the Japanese!
- The Problem is not the Local Culture-It's your Company's Culture!Sucking Air through Teeth: The Big Deal about Risk and Failure in Japan; Where's the Bushido? Finding the Inner Warrior; Chapter 3: Growth-Oriented Thinking
- The Key to Anti-Refraction; Action over Perfection; Viewing Failure as Learning; Desire for Personal Growth; Comfort with Ambiguity; How Can You Tell?; The Resilient Manager; Chapter 4: The Zen of Hiring; Hire the Three W's: The Worldly, the Weird, and Women; The Worldly: English Ability Is Great, but It's the Mindset That Counts!
- The Weird: Tall Poppies and Protruding NailsSalarywoman; Gaijin and Other Red-Bearded Devils-Like Me!; Loyalty Is Overrated; It's Disloyal People You Want!; Chapter 5: Breaking the Iron Rice Bowl; Heisei Restoration; Not Lifetime Employment-Lifetime Employable; Pro Forma Meritocracies and Other Sesame Grinders; Windowsill Gangs; Chapter 6: From Process-Driven Thinking to Thinking-Driven Process; Shifting to Outcome-Orientation, not just "Gambarimasu!"; I am a Cat, and Curiosity Does Not Kill Me; Innovation, Shminnovation; The Shminnovation Gap; Schedule Ideation Regularly.
- Don't Wait for SerendipityAsk Provocative Questions; You May Say "Yes, and ..." You May Never Say "Yes, but ... "; All Ideas Are Valid Until Invalidated Through Process, Not Just By Way of Someone's Opinion; The Process of Validation Must Be Transparent to Everyone; Involve People from All Parts of the Organization; Most Good Ideas Don't Work, and That's OK; Constructive Disharmony-the Wa of Confrontation; Chapter 7: Eliminating Performance Gaps; Identifying and Treating Cause; Steve's Three E's of Performance Gap Treatments: Education, Enlightenment, and Empowerment.
- Education: You Don't Train Leaders You Coach Them; Enlightenment: What's in it for Me?; Empowerment: What I Do Makes the World Better for a Customer, and I Can See the Outcome; Performance Improvement Decision Tree; Chapter 8: They Got It Wrong! It's NOT a Marathon, but Lots of Sprints!; The Strategy Sprint; Convene Shorter Sessions More Frequently as Opposed to Longer Sessions Infrequently, Such as Annually; Stop Analyzing the Past; Stop Analyzing Your Perceived Competition; Stop Debating the How When the What Is Not Clear or Agreed Upon.