The Pivot Point: Success in Organizational ChangeThe source of the problem is not so much the new, but the threat of the loss of the old. Resistance to change is often grudgingly accepted as an unavoidable challenge for organizations striving to remain competitive in the global marketplace. However, NOT ONE of the existing change methodologies has recognized, integrated, or even mentioned the true origin of the term Resistance. How can your organization avoid the 70% organizational change failure rate that has plagued change initiatives for more than 15 years? Is there an organizational change tool that will predictably and measurably improve the overall success rate? Drs. Victoria (Jr.) and James (Sr.) Grady have uncovered the answers! The Pivot Point presents the verdict in two easy to read sections: The Pivot Point provides an explanation, not an excuse, for an organizational change failure rate which has continued to hover near 70% for 15 + year. The Pivot Point highlights the steps to measure, track, and proactively intervene to maximize change success. The Pivot Point introduces information that will enhance, not replace, existing methodologies currently implemented by change agents and consultants. |
Contents
Looking Beyond Resistance | 1 |
Understanding Attachment | 69 |
Recognize Support Evaluate Optimize | 83 |
The LOE Index | 93 |
Descriptions of Individual Symptoms Their Organizational Equivalents and Suggested Intervention Strategies | 95 |
The EMail from the Colleague | 100 |
| 105 | |
Acknowledgments | 111 |
About the Authors | 115 |
Other editions - View all
The Pivot Point: Success in Organizational Change Victoria M. Grady,James D. Grady Limited preview - 2012 |
Common terms and phrases
Abilene Paradox Absenteeism anaclitic depression attachment behavior attachment theory Bankston become cell phones challenge change management change process conference Decreased distracted division Edward environment failure rate father’s Frustration George Washington University Grady Harvey Hilde hurricane impact implementation individual employees Individual Symptoms instability intensity internal Intervention issues Jake James Grady Jerry Harvey Joan John Bowlby Kurt Lewin leadership leads lean lobby LOE Index look loss of effectiveness loss of stability Merriam-Webster morale mystery okay organization organizational change initiatives Organizational Equivalents Organizational LOE phone bank Pivot Point problems productivity Prosci protocol quantitative Raggedy Ann reaction Refusal to Participate Rene Spitz resistance to change response result Retardation of Development seems sense solve Spitz and Bowlby staff SUCCESS IN ORGANIZATIONAL things trainers transitional object understand unsolved mysteries Winnicott workplace