Viral Change: The Alternative to Slow, Painful and Unsuccessful Management of Change in OrganisationsMeetingminds 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). |
From inside the book
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Contents
Change behaviours get culture | 1 |
In theory for the pragmatists | 29 |
How to fail expensively | 63 |
Behind the curtains of the organisation chart | 81 |
Small worlds inside | 109 |
The tsunami and the butterfly | 133 |
In practice for the theorists | 151 |
cant find it | 177 |
Nonnegotiable behaviours | 225 |
influence in action | 251 |
the Champions viral | 279 |
The plumbers management | 303 |
CULTURES | 323 |
process in a box | 353 |
Hi this is a cultural change programme and this | 383 |
Why we do things the way we do | 201 |
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Common terms and phrases
approach assumption barbarians are coming behavioural change BEHAVIOURAL REINFORCEMENT bell curve broken windows butterfly effects Champions network Change Champions change management programme chapter collaboration communication connections conventional corporate create critical mass cultural change Customer Relationship Management described deviant diffusion Duncan Watts effect example formal frame frameworks going graph happen ideas implementation individual infection influence initiatives input judgement Kevin Bacon label language leaders leadership team linear look management of change Matthew Effect mechanisms meetings mindset Monique nodes non-linear non-negotiable behaviours norms ofof organisation chart peer-to-peer perhaps plumbing system power law problem processes and systems rational resistant to change role routines sales force sceptical sciences share small set small worlds smart mobs social SOCIAL PROOF spread structure success talking thethe things tipping points TM VIRAL CHANGE trigger tsunami understand visible