|
Making Change Work: Practical Tools for Overcoming Human Resistance to Change
As organizations strive to remain ahead of the competition, there will inevitably and often come the need for change. All successful organizations regularly use change to improve processes and increase performance. While these times of change can be a great opportunity for an organization, it also can be a time of stress and angst for all involved. Not all organizations are in a position to make these changes effectively and efficiently, and for many their efforts often fall short of the intended goals.
Leadership, Quality and Learning: Three Sides of the Same Coin
One of the best analogies for thinking about the relationship between leadership, quality, and learning is that of the “three sides of the same coin.” Think of leadership as “heads” and quality as “tails.” Now take the coin, place it on its edge on a flat surface, and give it a spin. Heads and tails are no longer discernable, but blur together in what looks like a spinning sphere. That is the way it appears within an organization which has fully integrated leadership and quality systems; one is no longer discernable from the other.
Learning is the side, or edge, of the coin. As long as you keep learning, leadership and quality continue to spin. The faster you learn, the faster you spin. Once you stop learning, the spinning coin loses momentum and eventually stops, falling flat on the table. The same is true of people and organizations.
The purpose of this book is to share a process for integrating leadership, quality, and learning - to share theories, beliefs, and experiences for creating an exceptional organization. It is written for leaders in small to mid-size organizations, whether service, manufacturing, profit, or not-for-profit. It is for leaders who want to create their future, beginning with identifying their desired vision, culture, and leadership expectations. The book is also written for front-line leaders and their managers who want to make a difference within their own work teams.
|
