The Ever Changing Organization: Creating the Capacity for Continuous Change, Learning, and Improvement
If you are: overwhelmed by the amount of change and the difficulty in making it happen, finding failure - or limited success - with the implementation of changes, disappointed in the growth or financial performance of your organization, and are looking for a strategy for improving your organization's capacity for planned and proactive change, this book is for you.
The world is continuing to change at a rapid pace, while most organizations are focused on maintaining stability and certainty. The price of this growing gap is the diversion of limited resources to reactive, fire-fighting behaviors and the inability to lead and be proactive. Allowing the gap to continue to grow is the formula for failure, this book gives you the formula for success.
In The EverChanging Organization, the authors present a model of the EverChanging Organization(ECO). This is a systems model for understanding an organization's needed capacity for change in a range of change orientations from change averse to change seeking. The book includes diagnostic scales, tools for assessing need and status as an ECO, and a process for selecting and implementing change initiatives to achieve the needed capacity for change in timely and cost effective ways.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Implementing the ECO Model
Belief and Trust in People
Summary of Stabilizing Base
Change as a Business Strategy
Change Orientation of Policies Procedures and Controls
Other editions - View all
ABC model Abilene Paradox achieved actions additional alignment areas assessment assigned assumptions becoming an ECO behavior believe capacity for change commitment competencies competitors components continuous improvement continuous learning created critique customer focus decisions designed destabilizing diagnostic direction discussed Documentum ECO capability ECO capacity ECO model effects energy environmental Ever-Changing Organization executives expectations experience failure feedback forces function goals identify impact implementation important improvement process increased ECO individual Intel investment involved issues Jeffrey Miller Kevin Wheeler Knight-Ridder leaders levels of ECO management team managing FOR change meeting ment move ongoing operating orga organization's organizational overall participation performance person planning policies position problem process flow diagram relationships responsibility roles shared values situations specific stabilizing base Starbucks strategy structures success suppliers systems thinking tion trust uncertainty understand vision