Book description
Dealing with organizational change is about getting through the emotion and commotion with minimal damage to your blood pressure, career, relationships, and confidence. In The Change Cycle, Ann Salerno and Lillie Brock help readers cope by explaining the six predictable and sequential stages of change—loss, doubt, discomfort, discovery, understanding, and integration—and offer examples, tools, and success strategies so you can move resourcefully through each stage.Each chapter focuses on a single stage of the Change Cycle, described in a lively, informal style peppered with frequent humor. Utilizing stories and essays about the ways people, departments, and teams have successfully dealt with challenges, Salerno and Brock offer examples, tools, and success strategies so individuals at all levels will know what to expect from themselves and others and will be able to resourcefully move through each stage.
Based on the authors' fifteen years of experience in hundreds of companies and government agencies worldwide and firmly grounded in recent discoveries in social psychology and cognitive neuroscience, The Change Cycle will help readers at all levels take responsibility for how they react and respond in a changing work environment.
Table of contents
- Cover Page
- Title Page
- Copyright Page
- Preface
- Introduction: Change@Work
-
Chapter One: What’s the Worst That Could Happen?
- Stage 1: Moving from Loss to Safety
- Hello Change, Goodbye Control
- How We Feel in Stage 1: Fearful
- How We Think in Stage 1: Cautiously
- How We Act in Stage 1: Paralyzed
- To Know More, Notice More
- One Company, Different Perspectives
- The Only Way Out Is Through
- Learning Curves
- Stage 1 Priority: Creating a Sense of Safety
- Pinpointing the Change
- Worlds—or at Least Stages—Apart
- Allies, Obstacles
-
Chapter Two: Facts Over Fiction
- Stage 2: Shifting from Doubt to Reality
- The Noise of Stage 2
- How We Feel in Stage 2: Resentful
- How We Think in Stage 2: Skeptically
- How We Act in Stage 2: Resistant
- To Know More, Notice More
- Stage 2: When Open Doors Go Unused
- Needed: More Data
- Pinpointing the Point of Resistance
- The Lure of Speculation
- Stage 2 Priority: Getting an Accurate Picture
- Case in Point: CSC Project
- Our Power of Self-Assessment
- Managing Anger
- Stage 2: ”Now It’s … Interpersonal”
- Learning Curves
-
Chapter Three: Taking Charge of Now
- Stage 3: Going from Discomfort to Motivation
- Breaking Through, Not Breaking Down
- How We Feel in Stage 3: Anxious
- How We Think in Stage 3: Confused
- How We Act in Stage 3: Unproductive
- To Know More, Notice More
- A Powered-Down World
- Stage Priority: Finding Motivation
- The Value of Reframing
- Learning Curves
- A Word on Behalf of Sleep
- Case in Point: Monztero Inc.
- Learning Curves
- The Danger Zone
-
Chapter Four: Decide,Then Take Your Best Step
- Stage 4: Trekking from Discovery to Perspective
- “I, Resource”
- How We Feel in Stage 4: Anticipatory
- How We Think in Stage 4: Resourcefully
- How We Act in Stage 4: Energized
- To Know More, Notice More
- Stage 4 Priority: Make Decisions Using Expanded Perspective
- Discover Your Decision-Making Strategies
- How Do You Decide?
- Case in Point: Deibel Manufacturing
- Things to Avoid in Stage 4
- Things to Welcome in Stage 4:
- Keys to Moving On
- Maximizing
-
Chapter Five: Making Sense of What Was and What Is
- Stage 5: Understanding the Benefits
- How We Feel in Stage 5: Confident
- How We Think in Stage 5: Pragmatically
- How We Act in Stage 5: Productively
- To Know More, Notice More
- Stage Priority: Understanding the Change in a Deeper Way
- Acknowledgment’s Value
- Learning Curves
- Stay on the Learning Road
- Reel Learning
- Change Lessons
- The Rearview Mirror Trap
- Things to Avoid in Stage 5
- What to Welcome
- Keys to Moving On
- “Flow”
- Chapter Six: Change Moves Me
- Conclusion: Change Beliefs
- Index
- Acknowledgments
- About the Authors
Product information
- Title: The Change Cycle
- Author(s):
- Release date: June 2008
- Publisher(s): Berrett-Koehler Publishers
- ISBN: 9781576757826
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