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001			u13495
003			SA-PMU
005			20210418124235.0
008			160307s2016 enk b 001 0 eng
010			_a 2016008407
040			_aDLC _beng _erda _cDLC _dBTCTA _dYDXCP _dBDX _dOCLCF _dCDX _dVRC _dCHVBK _dOCLCO _dOCLCQ _dIOJ _dOCLCQ _dSFR
019			_a934602709 _a953715454
020			_a9780749477608 _q(paperback)
020			_a0749477601 _q(paperback)
035			_a(OCoLC)943672025 _z(OCoLC)934602709 _z(OCoLC)953715454
037			_bKogan Page Ltd, C/O Ingram Pub Services 1 Ingram Blvd, LA Vergne, TN, USA, 37086 _nSAN 631-8630
042			_apcc
050	0	0	_aHD58.8 _b.W4326 2016
082	0	0	_a658.4/06 _223
084			_aBUS041000 _aBUS030000 _aBUS103000 _2bisacsh
100	1		_aWeber, Emma, _eauthor.
245	1	0	_aMaking change work : _bhow to create behavioural change in organizations to drive impact and ROI / _cEmma Weber, Patricia Pulliam Phillips, Jack J. Phillips.
250			_a1st edition.
264		1	_aLondon ; _aPhiladelphia, PA : _bKogan Page, _c2016.
300			_ax, 282 pages ; _c24 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
520			_a"When change initiatives fail, many times the organization is blamed for not aligning projects to business needs from the beginning, or for not turning knowledge into action. Making Change Work argues that what connects success with these initiatives is behavioral change. It brings together the ROI Institute's established methodology for aligning projects and programs to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer. The book offers a step-by-step process for any business initiative that requires behavioral change, providing the critical link bridging both knowledge and application. Cutting through complex change theory, this book is a how-to guide for solving the problem of change projects that don't deliver business impact. It includes case studies on organizations that are using the methodology to create successful outcomes that are not just demonstrated, but also delivered and measurable"-- _cProvided by publisher.
520			_a"Underpinned by decades of research and application, Making Change Work shows that the lynchpin that connects change initiatives and their ultimate success is behavioural change. The book brings together the ROI Institute's established methodology for aligning projects and programs to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer. It offers a step-by-step process that partners with any business initiative requiring behavioural change, providing the critical link bridging the knowledge and application. At the heart of the methodology is a framework for reflective conversation, ensuring accountability and aligning people to the desired outcomes"-- _cProvided by publisher.
504			_aIncludes bibliographical references and index.
505	0		_aWhy change? The need for results from change. The cost of failed change -- How to build successful change management capability -- Change is not negative -- References -- Business alignment : The V Model. Theory of change -- Business alignment -- Case Study: Southeast Corridor Bank -- Summary of key points -- References -- Current failures of behavioural change. No ownership of the change -- Little understanding of what's needed after the change -- Loss of control for those involved in the change -- Little appreciation for the difference between reinforcement and reflection -- Summary of key points -- References -- TLA process and theory. The TLA process and applications -- TLA evolution and results -- TLA as a lever for change -- Change requires reflection -- Creating the environment for change -- Stages of TLA -- Summary of key points -- Reference -- Preparation. The anatomy of change -- The need for the right mindset -- The TLA Action Plan -- The TLA Change Agreement -- Summary of key points -- References -- ACTION conversation. TLA vs traditional coaching -- The ACTION Conversation Model -- Summary of key points -- Reference -- Evaluation. Evaluation planning. The ROI Methodology -- Purpose and objectives -- Evaluation plans -- Summary of key points -- Reference 08 Data collection -- Methods and instruments for data collection -- Sources of data -- Timing of data collection -- Summary of key points -- References -- Data analysis. Isolating the impact of change -- Converting data to monetary value -- Tabulating fully loaded costs -- Calculating ROI -- Defining intangible benefits -- Summary of key points -- References -- Reporting results. Detailed evaluation report -- Meetings -- Routine publications -- Routine feedback on progress -- The communication plan -- A word of caution -- Guidelines for reporting results -- Summary of key points -- References -- TLA in practice. Making TLA work : Skill set. Asking power questions -- Being listening -- Using intuition effectively -- Summary of key points -- Making TLA work : Guiding the conversations. Helping identify and the 'get in the gap' -- Solution for Scenario 1: OARBED -- Solution for Scenario 2: Off the Fence -- Solution for Scenario 3: The Panel of Three process -- Summary of key points -- References -- How to roll out TLA in line with the alignment model. WHO rolls out TLA? -- WHEN TLA needs to support change -- HOW to roll out TLA effectively -- Summary of key points -- Case study: UNSW Innovations at UNSW Australia -- Opportunity for change -- The change : a new IT solution -- Business alignment and the approach to change -- Installation and training -- TLA after the change -- Common barriers that TLA helped overcome -- Outcomes and evaluation -- Case study: Successfully managing a mature workforce -- Opportunity for change -- The change: workshops for mature staff -- Aligning with the business -- TLA after the change -- Outcomes and evaluation of the initiative -- References Appendix 1: Sample TLA plan -- Appendix 2: Turning Learning into Action [registered mark] Change Agreement -- Appendix 3: Sample conversation to illustrate the flexible TION part of the ACTION model Index.
650		0	_aOrganizational change.
650		0	_aPersonnel management.
650		0	_aOrganizational behavior.
650		7	_aBUSINESS & ECONOMICS _xManagement. _2bisacsh
650		7	_aBUSINESS & ECONOMICS _xHuman Resources & Personnel Management. _2bisacsh
650		7	_aBUSINESS & ECONOMICS _xOrganizational Development. _2bisacsh
650		7	_aOrganizational behavior. _2fast _0(OCoLC)fst01047801
650		7	_aOrganizational change. _2fast _0(OCoLC)fst01047828
650		7	_aPersonnel management. _2fast _0(OCoLC)fst01058797
650		7	_aOrganisationswandel _2gnd
650		7	_aOrganisationspsychologie _2gnd
650		7	_aReturn on Investment _2gnd
700	1		_aPhillips, Patricia Pulliam, _eauthor.
700	1		_aPhillips, Jack J., _d1945- _eauthor.
776	0	8	_iOnline version: _aWeber, Emma. _tMaking change work. _b1st Edition. _dPhiladelphia, PA : Kogan Page, 2016 _z9780749477615 _w(DLC) 2016011623
938			_aBrodart _bBROD _n114783055
938			_aBaker and Taylor _bBTCP _nBK0018359838
938			_aCoutts Information Services _bCOUT _n33493714
938			_aYBP Library Services _bYANK _n12796154
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029	1		_aCHVBK _b364549181
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029	1		_aCHSLU _b001289854
942			_cBOOK
994			_aZ0 _bSUPMU
948			_hNO HOLDINGS IN SUPMU - 24 OTHER HOLDINGS
596			_a1 2
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