A step-by-step guide to the change management process, using vivid
case studies to illustrate how real companies have tackled change
issues in practice. Jackson uses a 'double loop' model to clarify
processes that can otherwise appear intimidating, such as
environmental scanning, direction setting, change planning,
implementation and sustaining activities. The book includes
discussion of the core competencies of dynamic organisations, the
primacy of values, sketching the organisation, building
organisational processes, and leadership. (Kirkus UK)
In this follow-up to the ground-breaking,
Dynamic Organisations, David Jackson leads the reader step-by-step through the change management process.
He describes the change management process using a unique 'double loop' model and uses this to clarify processes which can otherwise appear intimidating, such as environmental scanning, direction setting, change planning, implementation and sustaining activities. A 'Change in Action' section uses vivid case-studies to show how real organisations have risen to the challenge of sustaining on-going innovation.
David Jackson wrote Becoming Dynamic to communicate the lessons he has learnt after many years of working as a consultant with senior managers struggling to make change work in a variety of companies. This is reflected in his spirited and enthusiastic style and his refreshing take on much-discussed issues such as leadership, culture, learning and performance.
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