ASQ - Team and Workplace Excellence Forum

August 1999


Ford Takes Road Less Traveled

Vancouver, Washington: Making Room for Double

Weathering The Storm


Conference Calling
by Peter Block


Brief Cases

Diary of a Shutdown

Views for a Change


Book Reviews with a Twist

"Getting Your Organization to Change"
by Dennis T. Jaffe and Cynthia D. Scott

Listen Up, Pilgrim…

· "People (employees, leaders) want opportunities to express their capability to lean and grow within the organization.

· People are more committed when they have input into decisions and share in planning change.

· People have untapped capacity and willingness to change, even though it may seem like they resist it at first.

· Leaders who let go of control, and do not try to manage every aspect of the process, will succeed more fully than those who do not.

However, in the recent push for quick and monumental change by increasingly desperate organizations, some of these lessons have been forgotten or ignored."

This injunction begins the authors' efforts to lay out a clear, concise and "do-able" organizational change plan. What strikes you right off the bat is their focus on people. Throughout the book, Dennis Jaffe and Cynthia Scott focus the attention of any "change wannabes" on this crucial aspect of change management. They do a great service in reminding us of this oft forgotten point.

Everybody's Gone Surfing, Surfing, USA!
Three phases or waves of activities are required within an organization for effective change to happen. This book will teach you how to successfully ride the following waves of the change process.

· Wave One: Mobilizing the Organization for Change
· Wave Tow: Designing the New Organization
· Wave Three: Sustaining the Transformation

It's The Process, Stupid!
The Change Model of Deny, Resist, Explore and Commit is a very useful tool for educating all concerned parties on the process of change. It helps communicate what to expect from those individuals and teams involved in change efforts. Knowing the elements and reactions contained in each phase helps you plan for dealing with it effectively.

It is ironic, however, that while acknowledging the "organic" nature of change, they take such a linear approach to outlining how to introduce change, manage its diffusion throughout the organization and create commitment to change by all levels. It is not a bad approach ... just A + B = C. Anyone that has been involved in an organizational change effort knows that neither the change plan nor its implementation are usually that neat.

Nailed It
The Five Lenses of Change Leadership Model the authors provide is an extremely useful tool for leaders, teams and facilitators explaining the various perspectives from which organizational change needs to be viewed.

· Relationship Lens - Building, Understanding and Supporting
· Culture Lens - Patterns, Customs, Meaning and Purpose
· Structure Lens - Aligning Roles, Tasks, Decisions and Responsibilities
· Stakeholder Lens - Boundary spanning, Influencing and Acknowledging
· Information Lens - Success Looks Like, Real Time, Outcome and Warning Systems

A feature that will delight the reader is the foldout "change process map" at the end of the book. The artwork is really lovely and it would make a great poster to pin up in one's work space.

"How To Get Your Organization to Change" Dennis T. Jaffe and Cynthia D. Scott, 1999, Crisp Publications, Menlo Park, CA, ISBN 1-56052-483-9, 244 pages, Price: $14.95 US.
Reviewed by: Jerry Linnins, Reflections Technology, Petaluma, Calif.
August '99 News for a Change | Email Editor
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