ISBN: 3-540-67903-0
TITLE: Managing Corporate Change
AUTHOR: Doppler, Klaus; Lauterburg, Christoph
TOC:

Foreword XIII
Part I
Scenario for the Future 1
Chapter 1
Today's Situation, Tommorrow's Prospects 3
Warning Signals 3
Structural condition no. 1: reduced time resources 4
Structural condition no. 2: reduced financial resources 5
Structural condition no. 3: dramatic increase in complexity 8
The new challenges 11
Darwin rules 18
Chapter 2
Organization: Design for Change 23
New tasks  new structures 23
The perfect model: the network 24
Structural principle: process chains 24
Quantum leap to the third millennium 26
Wanted: motivation and identification 27
Corporate culture: five key factors 29
Survival strategy and safeguarding the future 31
Chapter 3
Leadership: the Manager's New Role 33
Management yesterday  management tomorrow 33
Changing the emphasis 33
Management redefined 34
A profession: manager of change 35
Profiling what's needed for the future 38
From dignitary to players' coach 40
The strategic bottleneck in management capacity 42
Part II
Designing Change: Basic Principles 45
Chapter 1
The (Psycho)Logical Basis For Failure 47
Cold start 47
All things good come from above 49
The "not invented here" syndrome 50
The wrong question 50
The solution is part of the problem 51
The human image and the organizational model 51
Outlining what's needed and appealing for behavior to match 52
Playing it down  or the truth by installments 53
Dramatizing  or the business of fear 53
Isolated solutions 54
Juggling with names  or the "hidden agenda" 56
The credibility gap 56
Chapter 2
Key Factors for Successful Action 59
Rousing energies and building trust 59
Thinking in processes, not structures 61
Matching the business to its environment 63
Networking through communicating 64
Organizing from the outside in 65
Facilitating learning 66
Chapter 3
Phases ofthe Process and Their Pitfalls 69
First thoughts 69
Careful Sounding 71
Creating the basis for the project 71
Communication concept 72
Gathering data 72
Diagnosis and force-field analysis 73
Developing a design and planning action 74
Pilot projects and practical tests 74
Decision 75
Supervising implementation 75
Chapter 4
Leadership in Transition 77
Three serious obstacles 77
An up-date on managerial roles 80
The future: more teamwork 82
Key factor: social competence 85
The problem of surplus staff and managers 88
Chapter 5
Hierarchy and Power: Enemies ofChange? 99
Problems of traditional hierarchical organization 100
A contrast 101
Why power structures are so hard to change 102
Core elements creating power 103
Strategies for power changes 105
An age-old taboo demystified 106
Chapter 6
Charter for Managing Change 109
Primacy of transfer 109
Target-based management 111
No intervention without diagnosis 112
Wholistic thinking and acting 113
Involvement of those affected 114
Support for self-help 115
Managing the process 117
Active communication 119
Careful selection of key players 120
Part III
A look into the Tool Box 125
Chapter 1
Tools and Procedures ofCorporate Development 127
Many roads lead to Rome: an overview 127
The individual as the target of interventions 127
Aiming at the group level 132
Keeping the whole company in view 136
The importance of outside views 138
Beyond individual tools 139
Chapter 2
Organizational Diagnosis 143
The bird's-eye view and the worm's-eye view 143
Full survey or representative cross-section? 144
Contents of the survey 145
How should questions be put? 146
External institute or do-it-yourself? 149
An interview guide 153
What to do with the data? 156
Organizational diagnosis as a management tool 157
Chapter 3
Management by Agreed Targets 159
Meaning and purpose of targets 159
Things that should not be confused with "targets" 160
What sort of management targets can be set? 161
Dictating targets and agreeing targets 162
Individual targets and team targets 163
The main principles 164
The process of agreeing targets 168
Keeping written records 169
"All theory, my friend, is gray" 169
Reducing agreed targets to the absurd 171
Is agreeing targets out of date? 173
Chapter 4
Facilitating processes 175
The facilitator's role 176
The essentials: what really matters 176
The facilitator's specific tasks 177
Practical tips for using a facilitator 186
Plenum and group work 189
Chapter 5
Personal Feedback 191
Collective maladjustment 191
The meaning of feedback 191
Specific questions and answers 192
The most important feedback rule: describe, don't evaluate 203
Chapter 6
Process-Oriented Project Management 207
A checklist 208
Questions to clear up ahead of time 208
Decision-making structures 216
Chapter 7
Dealing with Resistance 219
Why does resistance arise? 219
Resistance as a coded message 220
How to recognize resistance 220
Dealing with resistance constructively 222
It's the problem solver who is the problem 226
Chapter 8
Handling Communication 229
Communication and change 229
What is really missing: understanding 230
Formal communication in a company 230
Communication between outside and inside 231
Network of regular management meetings 232
Additional tools 238
Informal communication 244
Laws of communication 247
Chapter 9
The Art of Designing Workshops 253
What is a "workshop"? 253
Typical reasons for holding workshops 253
The starting-point comes before the beginning 255
Design and planning 257
Implementation 265
Chapter 10
Conflict Management 279
Conflicts are normal 279
The dynamics of conflict development 280
Prerequisites for conflict resolution 282
Phases of conflict resolution 284
Resolving a conflict between two groups 286
Wanted: the capacity for conflict 291
Chapter 11
Changing a Company's Culture 295
Culture as a guidance system 295
Forms of expression 296
Influential factors 297
Actual and target values 300
The road of change 301
Chapter 12
Performance Improvement 309
Reducing costs and assessing potential benefits 309
Seven deadly sins 309
A constructive approach 314
Ways of improving results 317
Chapter 13
Coaching 323
Old wine in new skins? 323
Questions and answers 324
Conceptual and methodological basis for team coaching 326
Chapter 14
Criteria for Successful Management 335
A self-assessment inventory 335
Chapter 15
Qualifications for Managing Change 341
A self-assessment inventory 341
Outlook and Prospects 344
Renaissance of authoritarianism 345
A new solidarity instead of "winners making the rules" 346
Speed and consistency in implementation 348
Acknowledgments 348
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