Readings in Change Management

Strong Leadership and Teamwork Drive Culture and Performance Change: Ohio State University Medical Center 2000-2006

In Academic Medicine (Vol. 83, No. 9, September 2008), Dr. Fred Sanfilippo and others, examine how changes at The Ohio State University Medical Center instituted by strong leadership and teamwork, were able to make and implement sound decisions that drove substantial and measurable improvements in the engagement and satisfaction of faculty and staff; the satisfaction of students and patients; and academic, clinical, and financial performance.

Transforming Healthcare Organizations

In Healthcare Quarterly (Vol.10, Special Issue, 2006), Brian Golden discusses leading transformative change in healthcare organizations.

Overcoming Resistance (from Managerial Leadership by Peter Topping)

Peter Topping, Associate Professor, Goizueta Business School, shares his insights on leading change in a chapter from his book.

Leading Change

John Kotter identifies the most common mistakes leaders and managers make in attempting to create change and offers a process to overcome the obstacles and carry out the organization's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. A must-read for leaders.

Ready, Willing and Engaged

This brief but informative article on successful Transformation Management is by three consultants from the firm Booz, Allen, Hamilton.

Set in Your Ways

In an issue of Business Officer magazine, Change Champion Brent Ruben advises how to take your organization in a new direction. Ruben is a professor at Rutgers University and the Executive Director of its Center for Organizational Development and Leadership.

Directing Change Management at the University of Minnesota

This project identified components of successful change management models and strategies and use them to make recommendations for incorporating best practices into the University processes or approaches to optimize its success in managing future change initiatives.

Management of Organizational Change: Leveraging Transformation
by K Harigopal

Organizational change is a complex yet essential process for growth and development in business. The book examines the nature of this critical process in light of new developments in theory and experience.

Managing Transitions: Making the Most of Change
by William Bridges

Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change.

Building the Bridge As You Walk On It : A Guide for Leading Change
by Robert E. Quinn

Quinn tells the personal stories of people who have embraced deep change and inspired him to take his concept one step further and develop a new model of leadership, the fundamental state of leadership. The exploration of this transformative state is at the very heart of the book.

Execution: The Discipline of Getting Things Done
by Larry Bossidy, Ram Charan, Charles Burck

Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job.

Revival of the Fittest: Why Good Companies Go Bad and How Great Managers Remake Them
by Donald N. Sull

Will Your Organization Still Be Here in Ten Years?
In Revival of the Fittest, Sull takes a provocative look at corporate failure and proposes a practical new model for effecting change that can vastly increase the lifespan of your organization.

The Heart of Change: Real-Life Stories of How People Change Their Organizations
by John P. Kotter, Dan S. Cohen

The essence of Kotter's message is that many change initiatives fail because they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In this book, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations.

Leading Change
by John P. Kotter

Kotter's thesis is that strategies for change often fail in corporations because the changes do not alter behavior. He identifies the most common mistakes in effecting change, offering eight steps to overcoming obstacles.

The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations
by Peter M. Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, Bryan Smith

Peter Senge and company are the hottest thing in the theory of business change these days. The Dance of Change describes ways to initiate and maintain long-term systemic changes in the corporate environment.