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The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change
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Sales rank 260,568
Customers rating (based on 20 reviews)
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A Powerful Look at Corporate Change and Why Mergers, Reorganizations, and Transformations Succeed or Fail“[One of the] best business books of 2001 . . . [a] useful and intelligent tool for coping with the inevitable metamorphoses of business (and life).” —Miami Herald“Provocative imagery . . . useful questions for managers to ask themselves.” —Harvard Business Review“The Change Monster not only talks intelligently about the social dynamics and emotions of people [in change efforts], it does so with wisdom, insight, and practicality.”—Daniel Leemon, executive vice president and chief strategy officer, Charles Schwab Corporation“A practitioner’s primer on revitalization that puts you in the shoes of some who have failed and others who have succeeded. In doing so, Jeanie Daniel Duck graphically delivers her main message to management: Learn to master the emotions and obsessions of those who stand in the way of change, including your own, and once you do, you have your hands on a miraculous engine for change.” —Michael Useem, professor of management and director of the Center for Leadership and Change at the Wharton School, University of Pennsylvania, and author of The Leadership Moment and Leading Up“Duck is an acute and empathetic observer of the changes erupting in the workplace from the convulsive nature of corporate evolution. . . . Jeanie Duck’s terrific book is a . . . useful and intelligent tool for coping with the inevitable metamorphoses of business (and life). Sensitive but tough, Duck’s compassionate wisdom is street smart without a trace of glibness.” —Miami Herald
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| Publisher | Three Rivers Press | | Release date | 08/2002 | | Availability | Usually ships in 24 hours | | Edition | Paperback |
| | List price | $14 | | Our price | $11.2 (you save 20.00%) | | Used price | from $0.48 |
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 Great service
the book came in a timely manner. i have not had time to read any of it yet but will get to it on my next day off.
Great book and easy to read
This book is great! It is easy to read and understand. It really helps you with the changes you might need to make in your organization and figure out why people act the way they do. This will prepare you for these reactions and how to handle them.
The mental barriers as main obstacle!
All of us know how difficult results to initiate and moreover to undertake a true renovation of settled mental maps and old paradigms. As a matter of fact most of Managements pretend to reorder their organizational environment without primarily, undertaking an inner transformation.
This is an admirable and conspicuous essay what offers relevant clues and clever indications to undertake this breathtaking but fundamental attitude mental state. The essence of a continuous transformation implies a vital renovation ` s impulse from within ourselves.
An indispensable consult text in your personal library.
Learn to manage the human element in the change process
Many organizations change. Most try and plan it. Many fail. Many mergers and acquisitions fail to deliver as expected. Why?
Author Jeanie Daniel Duck cites the human element-how changing the corporate environment makes people feel. The author presents a five-stage framework for dealing with change called the "change curve." This change curve is designed for understanding and managing the human element of the change process. The five-stage process is as follows:
Stage 1: Stagnation. This is the time that the organization can be depressed or demoralized. There is a general slowness, difficulty in making decisions, and a general lack of motivation.
Stage 2: Preparation. Leaders of the change must accomplish the aligning and energizing of management around the corporate strategy and vision; articulating and detailing the plan; and generating a healthy dissatisfaction with the ways things are allowing for a genuine appreciation for change to come from within the workforce
Stage 3: Implementation. Here the leader's ability to manage the expectations, experience and energy of the company is critical to the success of the implementation. The author recommends four methods to start this phase: test and deploy, build behavior first, use attraction to convert, and plan replication.
Stage 4: Determination. This phase, marked with conflicts, clashes, failures, and minor successes, is only as successful as the degree to which top management stays involved and focused.
Stage 5: Fruition. This stage is when the change is in place. This is a time to reward employees for their hard work. The company needs to move forward to avoid re-entering a period of stagnation.
Comforting
The change monster made me aware of the stages of change in a company: Stagnation,Preparation, Implementation, and Fruition. Ms Duck seems to be an excellent consultant from the stories I read. The book seems oriented towards Human Resources types as the title suggests. My background is Information Technology consulting, so I found I related too only a few of her stories. I would say her stories were interesting and demonstrated how companies move through change stages arriving at fruition. Ms Duck reminences on her experience and draws important conclusions and abstractions from her experiences. Some of her experiences seemed familar while a larger portion were not as concrete. I could see how large organizations profit from her holositic view of change. I'm sure her wisdom should not dismissed. I've read Jack Welch's books and reflected on the quantifiable and scientific approach to change and can see objective change can appeal rationally; however, Ms Duck seems to have produced change through insight and dramatic effects a vast range of companies and types. She seems to have a gift for perception and insight into the inner dynamics of the people that make change happen in a company. Duck hand holds her clients through change stages and comforts them by imparting wisdom that allows her client to see a "better way". This "better way" seems to have dynamic impacts on the production of the company. Once the barriers are removed the company matures and reaches fruition.
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