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Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (The Jossey-Bass Business and Management Series) Hardcover – November 28, 1997


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Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (The Jossey-Bass Business and Management Series) + The Deep Change Field Guide: A Personal Course to Discovering the Leader Within + Deep Change: Discovering the Leader Within (The Jossey-Bass Business & Management Series)
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Product Details

  • Hardcover: 352 pages
  • Publisher: Jossey-Bass; 1st edition (November 28, 1997)
  • Language: English
  • ISBN-10: 0787909475
  • ISBN-13: 978-0787909475
  • Product Dimensions: 6.4 x 1.3 x 9.3 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 3.8 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #419,339 in Books (See Top 100 in Books)

Editorial Reviews

From Library Journal

Business consultant and author David Nadler draws on direct experiences with several top CEOs for this well-written book about organizational change, specifically "leadership change." The 14 chapters fall roughly into three sections. In the first section Nadler surveys the forces that make change inevitable but so difficult for modern businesses. Then he presents several tools and techniques to treat organizational change, including planning, direction setting, and selecting new strategies. (A strength here is the discussion about redesigning organizations, aligning strategy and culture, perfecting staffing techniques, and sustaining change.) In the final section he vividly discusses the pivotal role of senior management and offers several new principles for CEOs and companies to help guide effective change efforts. Primarily for CEOs and other top executives, this book, with useful models and company examples, is also recommended for MBA and graduate-level students in organizational development.?Joseph W. Leonard, Miami Univ., Oxford, Ohio
Copyright 1997 Reed Business Information, Inc.

Review

"In today's environment, every manager needs to be a champion ofchange. This book will be immensely valuable to managers at alllevels of the organization. David Nadler provides the practicaladvice and real-life examples that can help people become effectiveleaders of organizational change." -Walter V. Shipley, chairman andchief executive officer, The Chase Manhattan Corporation

"A practical, thoughtful guide to change management. It is apleasure to read, full of great examples and ideas." -Ed Lawler,director, Center for Effective Organizations, University ofSouthern California

"Few executives expect the future to be more stable than thepresent. Yet few have seriously begun the long journey of thinkingand redesigning themselves and their organizations for the future.The insights and methods presented by David Nadler will, hopefully,engender the courage to embark." -Peter M. Senge, director, Centerfor Organizational Learning, Sloan School of Management,Massachusetts Institute of Technology

"Immensely readable. This work bolts together the image or theoryand the reality of what is required to change the performance of anenterprise. Whether the challenge is renewal or fundamental change,this book delivers real-life depictions that will help all whoinvest the time." -Richard A. McGinn, president and chief operatingofficer, Lucent Technologies Inc.

Customer Reviews

3.8 out of 5 stars
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Most Helpful Customer Reviews

16 of 16 people found the following review helpful By Jonathan Lehrich on October 21, 1999
Format: Hardcover
Q: How many CEO's does it take to change a light bulb?
A: Change?!?
Change is the corporate mantra of the '90s. Unknowable, unpredictable, unavoidable: change has made the ominous transition from verb to noun, as organizations scramble to predict, demand, drive, and implement change. And the more intense and comprehensive the change, the more its success depends on an integrated process driven by the top of the organization.
If you were surprised by that last sentence, then Champions of Change is the book for you. Author David Nadler's approach, which he would fight with tooth and claw to defend, is built on the premise that "discontinuous change" cannot succeed without the "active, public, and personal leadership of the CEO and other people at the top of the organization." Based on his work with Xerox and other major corporations, Nadler believes that change requires a multi-stage campaign, dynamic and participatory, that cannot triumph if its leaders treat change as an enemy to be resisted by sporadic skirmishing or clandestine conflict. If a corporation hopes to maintain or achieve competitive advantage, argues Nadler, then its senior leaders must launch early and dramatic change.
For many readers, this is hardly a heaven-sundering epiphany. And that's exactly the problem with Champions of Change: there's no there there. Nadler's concepts aren't new, although his momentous references to systems theory and organizational fit and "a process that we call strategic choice" (italics his) imply superior insight and wisdom with which few mortals are blessed.
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14 of 14 people found the following review helpful By Turgay BUGDACIGIL on June 18, 2000
Format: Hardcover
"Your first visit to a new company can be awfully confusing. From the outside you see the front of the headquarters building and the visitor's entrance-but not much more. Inside you see a maze of offices and work areas-but at first glance they don't seem to be arranged in any particular pattern. You see people rushing busily to and fro, but you have no idea what they're doing or what, if anything, they're actually accomplishing. If you're to have any chance of quickly making sense of what's going on-of how the company is organized and how it really operates-you need a mental template, a systemic way to observe and understand the organization. For executives and managers intent on leading change, that kind of template, or model, is essential. Without it you haven't a clue where to start...Throughout this book I'm going to be talking about organizational change in terms of a model my colleagues and I have developed and refined over the past two decades" (p.21).
In this context, David A. Nadler divides his book roughly into three sections. In the first section, he (1) overviews the forces that make change at once so inevitable and so difficult in modern organizations, (2) describes the pivotal role of top leadership, (3) describes the four basic types of organizational change, with a special emphasis on the most difficult of all-the Overhaul, or radical discontinuous change, (4) explores the inevitable resistance to change, and (5) offers some specific techniques for overcoming those barriers.
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3 of 3 people found the following review helpful By A Customer on September 10, 1998
Format: Hardcover
This is a highly informative work that explores the nature of organizational change and presents an approach to initiating, designing, and implementing change. The authors propose that the core principles of change managers are: appropriate involvement, committed leadership, valid information exchange, informed choices and integrated change. The book also discusses the role of management at all levels. It conveys experiences, guidelines and a congruence model for understanding the organization as a system. This book is on-target, providing in-depth understanding and insights into the change process.
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