Hayes, John 　著

目次

PART I: MANAGING CHANGE: A PROCESS PERSPECTIVE.- 1. Process Models of Change.- 2. Leading Change: A Process Perspective.- PART II: RECOGNISING THE NEED FOR CHANGE.- 3. Patterns of Change.- 4. Recognising the Need or Opportunity for Change.- 5. Starting the Change.- 6. Building Change Relationships.- PART III: DIAGNOSING WHAT NEEDS TO BE CHANGED.- 7. Diagnosis.- 8. Gathering and Interpreting Information.- PART IV: LEADING AND MANAGING THE PEOPLE ISSUES.- 9. The Role of Leadership in Change Management.- 10. Power, Politics and Stakeholder Management.- 11. Responsible Change Management: An Ethical Approach.- 12. Managing Context to promote ethical practice.- 13. Communicating Change.- 14. Motivating Others to Change.- 15. Supporting Others through Change.- PART V: PLANNING AND PREPARING FOR CHANGE.- 16. Shaping Implementation Strategies.- 17. Developing a Change Plan.- 18. Types of Intervention.- 19. Action Research.- 20. Appreciative Inquiry.- 21. Training and Development.- 22. High Performance Management.- 23. Business Process Re-engineering.- 24. Lean.- 25. Culture Profiling.- 26 Value Innovation.- 27. Selecting Interventions.- PART VI: IMPLEMENTING CHANGE AND REVIEWING PROGRESS.- 28. Implementing Change.- 29. Reviewing and Keeping the Change on Track.- PART VII: SUSTAINING CHANGE.- 30. Making Change Stick.- 31. Spreading Change.- PART VIII: LEARNING.- 32. Change Managers Learning From Their Own Experience.- 33. Facilitating Collective Learning.- 34. Pulling it All Together: A Concluding Case Study.