Viral Change: The Alternative to Slow, Painful and Unsuccessful Management of Change in Organisations
Meetingminds Publishing, 2008 - 420 pages
Most conventional 'change management' programmes fail. This is mainly due to the fact that they are often based on wrong assumptions such as: . When we change the process/system, people will change their behaviour . Changes need to come from the top and filter down . Big changes need big actions . Cultural change is a painful, long-term process with no short-term results Viral Change(TM) provides a completely different framework for change. It is based on recent 'discoveries' across disciplines such as network and behavioural sciences. It shows how a combination of the right language and frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of 'tipping points', creates lasting cultural change in organisations. Unlike conventional methods of change management, Viral Change(TM) is faster, far more effective, potentially more inclusive and certainly long lasting. Since change is constantly present in any organisation, this book will appeal to people at different levels of management or leadership, who want to reshape their culture through the power of internal social networks and aim at greater organisational effectiveness in day-to-day organisational life (not just during change initiatives).
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approach assumption barbarians are coming behaviour behaviour behaviour behavioural change Behavioural Reinforcement bell curve broken windows butterfly effects Change Champions change management programmes chapter collaboration connections corporate create critical mass cultural change Customer Relationship Management described deviants diffusion Duncan Watts example formal frame frameworks graph happen ideas implementation individual infection influence initiatives input inside the organisation Kevin Bacon label leaders linear look management of change Matthew Effect mechanisms meetings mindset Monique nodes non-linear non-negotiable behaviours norms organisation chart peer-to-peer people’s perhaps Peter phase transition plumbing system power law problem processes and systems rational Reward and recognition role Routines culture Rules & Routines sales force sceptical share small set small worlds smart mobs spontaneous spread structure success things tipping points trigger tsunami understand Viral Change visible what’s going