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Sharing Knowledge : The Why and How of Organizational Change - Francois Dupuy

Sharing Knowledge

The Why and How of Organizational Change

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Steering change is a major issue for managers today. But how do we develop the ability to control it, and not just become a spectator to it? Following on from the success of his previous books, The Customer's Victory and The Chemistry of Change, Francois Dupuy further develops his theories about the relationship between sharing knowledge and managing change. With a strong pedagogical format, new case studies and a helpful glossary, this is an invaluable guide both for managers having to deal with change implementation and for students and researchers of change management. MARKET 1: Researchers and postgraduate students of change management; Managers involved in implementing change - the book will be used as a support for seminars given by the author to executives on different campuses, mainly INSEAD in France and IU in the United States MARKET 2: Managers dealing with change implementation

Introductionp. 1
The Customer's Victory: A Challenge for Organizationsp. 9
An Uncertain Worldp. 11
Let us set the scene!p. 12
Confidence crisisp. 13
Middle Ages or Mad Max?p. 16
The American modelp. 17
Many words for a single diseasep. 19
Germany: escaping the crisis in a different wayp. 21
Asia: the frailty of the "dragons"p. 22
The Customer's Victoryp. 25
From a scarce product to a scarce customerp. 27
The hazards of segmentationp. 28
How not to listenp. 29
The case of a British catering companyp. 32
Getting off the beaten trackp. 35
Human resource management, as an essential counterweight to the customer's victoryp. 37
What is a Bureaucracy?p. 41
The story of an evolutionp. 42
Taylor, or the sole rationalityp. 43
The professor, his map and the bureaucracyp. 45
The airline industryp. 46
The automobile industryp. 51
Hell is everybody else!p. 52
Integration and cost cuttingp. 55
The hospital: less spending, more cooperationp. 57
A Requiem for Bureaucracyp. 60
Task segmentationp. 61
The better a teacher you are, the less you teach!p. 64
The client held as hostagep. 67
The end of monopoliesp. 69
New economy, old bureaucracyp. 70
Coordination and cooperationp. 73
Change, Yes, but Change What?p. 78
Changing a winning teamp. 79
A theoretical debate: to centralize or to decentralize?p. 86
Change by acting on structuresp. 90
The declaration of good tax conductp. 93
Formal organization and real organizationp. 95
Change through play on attitudesp. 98
The negative attitude of inspectorsp. 99
The Change Processp. 105
Review of Pure Reasoning: The Frame of Referencep. 107
The dilemma of the shampoo girlp. 109
How to identify the relevant actorsp. 116
"Listening", a critical and hazardous exercisep. 119
The mayor, the jobs and the landp. 119
Frequency of meetingsp. 121
The coordinator and the delayp. 123
The leverages for changep. 126
The Process: From Symptom to Problemp. 131
Intermediate stock as symptomp. 131
Human intelligence as problemp. 132
What is a step in the process of change?p. 133
Why this talk of "symptoms"?p. 134
The understanding of problems as a listening mechanismp. 135
The tools for listeningp. 139
Understanding and controlling complexityp. 140
From organizational complexity to systemic complexityp. 144
The principal resource of the most powerful actorp. 149
The search for autonomy as the most universally widespread problemp. 151
The Process: From Problem to Prioritiesp. 153
Can one deal with everything at once?p. 154
Systemic change does not imply overall actionp. 155
The case of the European Development Bankp. 157
Responsible but not guiltyp. 159
From the symptom to the problemp. 161
The choice of strategic priorityp. 163
The systemic aspect of prioritiesp. 164
The Process: From Priorities to Leversp. 167
Three trends for a mediocre resultp. 167
The limits of beliefp. 168
The torments of project managementp. 168
The ineffectiveness of coercionp. 169
Linear reasoning and systemic reasoningp. 171
Action by leverage or recognition of the actor's intelligencep. 171
When cooperating is not rationalp. 172
Bringing actors to acknowledge the complexity of realityp. 174
Two lessons to be learnedp. 176
Difficulty in identifying the relevant leversp. 177
Levers, banding effects and reinternalization of costsp. 178
Linearity of reasoning and complexity of organizationsp. 179
The weakness of middle managementp. 180
The ravages of verticalizationp. 181
Micro-decisions and definition of prioritiesp. 182
Crossed prioritiesp. 182
From close-up control to conducting the orchestrap. 184
Implementation: The Moment of Changep. 186
The principal factors of immobilismp. 186
Calculation of cost-effectivenessp. 187
The example of insurance companiesp. 189
The inertia of organizationsp. 190
The vicious circle of conservatismp. 191
The defence of whose assets?p. 192
And what about the employees?p. 194
Change in little stepsp. 195
Why change when everything is going well?p. 196
The windows of opportunityp. 197
Listening and the moment of changep. 199
A failed merger: a formidable means of revealing an organization's underlying problemsp. 200
Interpretation of the malaisep. 203
The alchemy of changep. 205
Using dissatisfaction as an opportunityp. 206
Implementation: Playing on Trustp. 208
A true listening processp. 209
The factors of a generalized lack of understandingp. 210
Breaking the traditional relationship between the organization and its employeesp. 211
The sharing of knowledgep. 212
The search for solutionsp. 213
What lessons can be drawn from the Air France case?p. 214
General trust and individual trustp. 218
The correlation of strategies for changep. 218
The Particular Case of Public Organizationsp. 222
The stumbling block of legal and legalistic visionsp. 223
Neither structures nor rulesp. 224
Extreme bureaucraciesp. 225
The protection functionp. 226
What makes up the extra cost of poor servicep. 226
Doing more with lessp. 228
A general reappraisalp. 229
Difficulty in changing public organizationsp. 230
Protection function and production functionp. 231
What strategy for change?p. 233
Starting from the agents themselvesp. 234
Training, levers and structuresp. 235
Conclusionp. 239
Notesp. 255
Glossaryp. 271
Referencesp. 278
Indexp. 283
Table of Contents provided by Rittenhouse. All Rights Reserved.

ISBN: 9781403938015
ISBN-10: 1403938016
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 288
Published: 1st September 2004
Country of Publication: US
Dimensions (cm): 21.6 x 14.0  x 2.54
Weight (kg): 0.49
Edition Number: 1