"Fred Nickols" <
nickols@att.net> 03/24/06 6:45 AM
I'm looking for recommendations regarding change management books.
What do
list members view as the top/best handful of such books? Of course,
not all
such books come titled "change management." Some speak to "managing
change"
and others to "organizational change" and still others to
"transitions." In
any event, I'd appreciate hearing about your favorites or top picks.
Fred Nickols
"Assistance at a Distance"
Fred,
Thank you for the question. I especially like the framing and scope
you see in the answer.
I cannot point to a single book that encompasses or totally supports
the change management model and process that I have developed and use in
my work. What I use is the result of amalgamation of many ideas and
thoughts. It is a living work that continues to develop. However, I
can list the sources that predominantly informed that development and my
work:
a. "Thriving on Chaos" by Tom Peters
b. "Leadership and the New Science" by Margaret Wheatley
c. "A Simpler Way" by Margaret Wheatley and Myron Kellner-Rogers
d. "Locating the Energy for Change: An Introduction to
Appreciative Inquiry by Charles Elliott
e. "The One Minute Manager" (simplistic, I know. However, I
think it elegantly models the interrelationship of some key aspects of
the change process.)
f. "The Leader of the Future" by the Drucker Foundation (Frances
Hesselbein, Marshal Goldsmith, and Richard Beckhard - editors);
especially these articles:
a. "Leading the De-jobbed Organization" by William
Bridges
b. "Creating Organizations with Many Leaders" by
Gifford Pinchot
c. "Leading Learning Organizations; the Bold, the
Powerful, and the Invisible" by Peter Senge
d. "Peacetime Management and Wartime Leadership" by
Judith M. Bardwick
e. "Credibility X Capability" by Dave Ulrich
f. "Leaders who Shape and Keep Performance-Oriented
Culture" by James L. Heskert and Leonard Schlesinger
g. The works of the Integro Leadership Institute (Keith Ayers;
especially leader, leadership team, and organizational culture
development using both longitudinal, distributive/inculcative learning,
and psychometric instrument based processes)
h. "The Art of Possibility" by Rosamund Zander and Benjamin
Zander
i. "The 5th Discipline" by Peter Senge
j. "The 5th Discipline Fieldbook" by Peter Senge, Art Kleiner,
Charlotte Roberts, Richard Ross, and Bryan Smith
k. "The Dance of Change: The Challenges to Sustaining Momentum in
Learning Organizations" by Peter M. Senge, Art Kleiner, Charlotte
Roberts, George Roth, Rick Ross, Bryan Smith
l. Various works on Communications, including a model that I have
developed. Most recently, "Crucial Conversations" by Kerry Patterson,
Joseph Grenny, Ron McMillan, and Al Switzler has become a favorite.
m. "The Northbound Train: Finding the Purpose; Setting the
Direction; Shaping the Destiny of Your Organization" Guidebook for
rethinking the strategic vision and direction of your business." by Karl
Albrecht
n. "The Power of Minds at Work, Organizational Intelligence in
Action" by Karl Albrecht
o. "Courage, passion and vision: A guide to leading systemic school
improvement" Edited by Frank Duffy
p. The works of the US Army Organizational Effectiveness School and
Center; especially works on transition management and goal-based
performance management. An article "Organizations as Systems" by LVC
Megson is an oldie but goodie, written before systems thinking became
vogue. However it is a great primer. (You can find a scanned copy at
http://www.performanceperspectives.com )
q. The Tao of Leadership" by John Heider. (Despite the title, this
book really focuses on process facilitation. It offers great and unique
insights to that end; change being mainly process.)
r. The works of Kurt Lewin, especially his basic change model and
his Force Field Analysis
s. "Man for Himself : An Inquiry Into the Psychology of Ethics" by
Erich Fromm.
t. "Good to Great" by Jim Collins
I have listed "Good to Great" last but it is certainly not least. It
has become a primary conduit or connecting vehicle in both sales and
delivery processes. The concepts in Good to Great are very relatable
and very suggestive. It provides a spinal chord framework that is easy
to map out and branch from. I often start conversations and/or
intervention sessions by talking thru his model (the one shown at the
beginning of each chapter) and bringing in other concepts as needed.
The fact that it is so popular creates a ready common lexicon.
The above list is long but is not an exhaustive one for change
management by any means. My approach to change management is more
process and systems focused or oriented. I know there are other
approaches that are differently focused, e.g. outcomes, team, culture,
etc. My list would not support those approaches fully enough, I think.
Kind wishes
Ed
Drive On!
Ed Hampton
CEO Performance Perspectives LLC
Specializing in Organizational Transformation - One Insight at a Time
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And
Retired Faculty; Industrial Engineering and Management Systems;
University of Central Florida
Current Adjunct for:
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Florida
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Florida Institute of Technology