Making Change Work - Emma Weber
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Présentation Making Change Work de Emma Weber Format Broché
- Livre Économie
Résumé :
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 programmes 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.
Cutting through complex change theory, Making Change Work is a 'how to' guide, providing an end-to-end approach to solve the problem that businesses have grappled with for so long from change projects that don't deliver business impact. It includes real life case studies from organizations such as BMW and the University of NSW Department of Innovation on how organizations are using the framework to create successful outcomes that are not just demonstrated but that are delivered and measurable. It is ideal for any professional who is embarking on any organizational initiative requiring change and evaluation of the subsequent ROI, whether it is a learning initiative, quality initiative or change initiative.
Biographie:
Emma Weber is the founder of Lever Learning and developer of the Turning Learning into Action methodology. Lever Learning delivers programmes throughout 16 countries and in 11 languages. Users of the TLA methodology include companies such as BMW, Apple, Electrolux, Landrover Jaguar, Colgate, Suncorp, Cisco and Nokia. A recognized authority on the transfer of learning, Emma has been a guest speaker on learning effectiveness at conferences in Australia, New Zealand and the USA.
Sommaire:
AcknowledgementsPart One Why change? 01 The need for results from change The cost of failed change How to build successful change management capability Change is not negative References 02 Business alignment: The V Model Theory of change Business alignment Case Study: Southeast Corridor Bank Summary of key points 03 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 of the difference between reinforcement and reflection Part Two TLA process and theory 04 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 Reference 05 Preparation The anatomy of change The need for the right mindset The TLA Action Plan The TLA Change Agreement 06 ACTION conversation TLA vs traditional coaching The ACTION Conversation Model Part Three Evaluation 07 Evaluation planning The ROI Methodology Purpose and objectives Evaluation plans 08 Data collection Methods and instruments for data collection Sources of data Timing of data collection 09 Data analysis Isolating the impact of change Converting data to monetary value Tabulating fully loaded costs Calculating ROI Defining intangible benefits 10 Reporting results Detailed evaluation reports Meetings Routine publications Routine feedback on progress The communication plan A word of caution Guidelines for reporting results Part Four TLA in practice 11 Making TLA work: Skill set Asking power questions Being listening Using intuition effectively 12 Making TLA work: Guiding the conversations Helping identify and 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 13 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 14 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 15 Case study: Successfully managing a mature workforce The change: workshops for mature staff Aligning with the business Outcomes and evaluation of the initiative Appendix 1: Sample TLA Plan Appendix 2: Turning Learning into Action™ Change Agreement Appendix 3: Sample conversation to illustrate the flexible TION part of the ACTION model Index
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