Download PDF The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change, by Jeanie Daniel Duck
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The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change, by Jeanie Daniel Duck
Download PDF The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change, by Jeanie Daniel Duck
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Review
“Since any change effort--from merger to corporate reorganization--inevitably involves people, it’s hard to believe that no book has ever addressed this issue head-on. The Change Monster is all about the ‘hard part’ of strategy--getting the organization to internalize, commit to, and follow through with change. As Jeanie Duck well knows, even organizations that know they need to change often can’t get up the head of steam needed. The Change Monster not only talks intelligently about the social dynamics and emotions of people, it does so with wisdom, insight, and practicality. With Jeanie Duck’s book, managers now have a creative, powerful tool for understanding and dealing with this crucial subject.”-- Daniel Leemon, executive vice president and chief strategy officer, The Charles Schwab Corporation“Where else can you explore companies like Sisyphus Systems and FastMovingGoods or learn why Ennui International is mired in the past and Worldwide Frenzy is going nowhere fast? With scores of such tales from the consultant's trenches, Jeanie Duck offers a practitioner’s primer on revitalization. She puts you in the shoes of some who have failed and others who have succeeded, and in doing so 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
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From the Inside Flap
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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Product details
Paperback: 304 pages
Publisher: Crown Business; Reprint edition (August 13, 2002)
Language: English
ISBN-10: 0609808818
ISBN-13: 978-0609808818
Product Dimensions:
5.2 x 0.6 x 8 inches
Shipping Weight: 8.5 ounces (View shipping rates and policies)
Average Customer Review:
4.3 out of 5 stars
20 customer reviews
Amazon Best Sellers Rank:
#275,397 in Books (See Top 100 in Books)
Note for Kindle owners: the book has several great graphical representations that do not show well in the Kindle version. On my Kindle DX they were illegible. I had to buy a used hard copy to be able to read them.Let me start off simple: I genuinely enjoyed reading The Change Monster. Ok, now that we have that out there, please allow me to explain. Jeanie's book is vastly different from the other books on change management I have read so far. The Change Monster is not a how-to, step-by-step manual on how to slam home a win for any company undergoing change. It's more of a memoir of the good, bad, and ugly side of change she faced while living as a change consultant for the Boston Consulting Group (BCG).Thankfully, it's a much more than a memoir. The second half of the title tells you exactly what it is about: the human forces that fuel or foil corporate transformation and change. It's about the people side of change, not the Gantt Chart side of change management. If what you seek is a flow chart, put the book down and look elsewhere.In The Change Monster, the author shares her five-step process flow with us as both a foundation and roadmap for her methodology. She calls it "The Change Curve" which, coincidentally, is the outline for the book. The phases are: Stagnation, Preparation, Implementation, Determination, and finally Fruition. Anyone who has participated in a major transformation will easily understand and appreciate her terms. Each phase is clearly described, with multiple examples of people (remember, it's about the people) in companies struggling well, and not so well, move forward, stall, go backwards, survive, or quit altogether and revert to their old systems.I perceived no arrogance on the part of the author and found her to be humble in her storytelling - she shares much about her failures and missteps. I have never met Jeanie Duck, but after reading her book I imagine she's a great person, someone I'd certainly like to know. She seems very personable, professional, and interesting. Not sure if my perception is accurate, but that's how she comes across in the book.In addition, at no point did I perceive this to be plug for BCG services. In fact, throughout the book I thought she was extremely generous in her ideas, strategies, and tips for how to work with people through the change process. She gives a lot of insight away that anyone could test in their business; the book is jam-packed with great lessons she learned over the years.Regarding change, some make it. Most do not. The consensus is that ERP/CRM change initiatives have a 70-80% failure rate. Even when you hire a BCG, McKinsey, IBM, etc. Insane, right? And yet we still trudge forward in our need to stay ahead (or catch up) to our competition. So if we know we must constantly move forward AND we know that our chances of success are really low, isn't the best strategy to learn from others mistakes and not make the same ones? That's wisdom. This book has a lot of it. Read The Change Monster if you want a higher chance of success in your initiative. Couple it with other great resources, including Jeff Hiatt's book ADKAR (they map well together), and you will have a strong understanding about the people side of change. Highly recommended!
Jeanie's dissected testimonials provide a straightforward game board map that can be easily identified in one's own enviornment. Her nuggets of practical advice are useful tools to anticipate and prepare strategies for guiding our teams through the change monster's turbulent waters.
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.
First, this book lists all the author's successes in great detail, but wants to only provide wooly and rather meaningless references to her failures or those clients who are hopeless. Where is the point in that - how can we learn from faults and her insights on poor strategies that we cannot cross reference to our own experience of these firms.Second, the first 40 or so pages are good - stagnation area is very good - but the rest is her successes without much value being added to the reader looking for wisdom.
Practical model for planning and leading change. Effectively addresses factors often overlooked in change until resistance is overtaking successful implementation.
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.
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.
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