It is estimated that approximately seventy percent of organizations fail in their attempts to implement transformative change. This book will help lessen that rate. Using real-world examples, Bruce J. Avolio maps four states of change that any organization must go through: identifying and recognizing, initiating, emerging and impending, and institutionalizing new ways of operating. Each state is described in detail, as are the leadership qualities necessary to solidify and transition from one to the next. These ‘in-between moments’ are an often-overlooked key to organizational transformation. So too is the fact that organizational change happens one individual at a time. For transformation to take root, each person must shift his or her sense of self at work and the role that he or she plays in the transforming organization.
Intended as a road map, rather than a ‘how-to’ manual with fixed procedures, Organizational Transformation will help leaders to locate their organization’s position on a continuum of progress and confidently navigate planned, whole-systems change, overcoming the challenges of growing from and adjusting to watershed moments.
表中的内容
1. Building the Narrative
2. First Principle: Changing the Self-Concept
3. The Four-State Model
4. The Identifying State:The Signal for Change
5. The Initiating State: Beginning the Launch
6. The Impending State: Breaking Better
7. The Institutionalizing State: Defining ‘My Organization’
8. A Tale of Two Transformations
9. Becoming the Change and Sustaining It
10. Developing as a Transformative Leader
关于作者
Bruce J. Avolio is Professor and Executive Director of the Center for Leadership and Strategic Thinking at the University of Washington’s Foster School of Business. He has published more than 150 articles and 11 books.
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