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Managing At the Speed of Change Hardcover – January 19, 1993
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From Publishers Weekly
Copyright 1992 Reed Business Information, Inc.
From Library Journal
- Dale Farris, Groves, Tex.
Copyright 1993 Reed Business Information, Inc.
Top Customer Reviews
As such, the book is easily a 5 star. The Kindle version, however, leaves much to be desired, especially the diagrams. Connor uses these visual aids to explain complex concepts in the book, but in the Kindle version the diagrams are compressed, low resolution, and downright difficult to read!
Unfortunately, the downloadable sample version has no diagrams so I had no idea they were such poor quality until after I had purchased the Kindle version.
I was so disappointed with the Kindle version, that I returned it for a refund.
This is probably Random House's fault, but it's a shame that such a valuable and classic book was given such a poor quality eBook implementation -- yes, other eBook formats have the same diagram problems.
Author Conner runs one of the foremost consulting firms devoted exclusively to change. He is experienced, and has an easy writing style, allowing you to completely focus on what he says rather than hammering through loads of hype, meaningless acronyms and technical gobbledygook. He explains clearly why change initiatives often don't seem to stay in place after the initial implementation of the change. He then offers sound recommendations on the roles and responsibilities required to execute changes, along with the various pros and cons of different infrastructures for those roles.
Conner illustrates that each of us moves through our lives at our own speed of change, and how we have the ability to enhance our skills by understanding the uniqueness of people who have effectively dealt with change. These people have a vast amount of flexibility, differentiated by being extremely focused, highly resilient, well organized, and very proactive. When people like this work within the configuration of change, leading others through the eight models in the organizational change process, constructive results are bound to happen.
This is definitely a powerful, five-star book, and one that I have no hesitation putting on my personal list of the top "must read" books for IT professionals and project managers at all levels.
Connor's non technical style makes his 281 pages (hardback) interesting and informative. He defines a problem, suggests a remedy, and then proffers effective resolution.
Connor's greatest contribution comes through his discussions about change and its management. He says that resilient people are those who succeed. The book studies change imperatives and how one becomes more resilient. (His five basic characteristics of resilience, on page 238, are fascinating and illuminating.)
The book offers a plethora of graphs and drawings to illustrate Connor's thinking. His views will certainly create discussion in business courses and mangement training groups.
One of Connor's many helpful dictums arrives in his presentation for implementing the "synergistic process" (page 212 and following). He suggests four approaches for successfully implementation: (1) strategize, (2) monitor and reinforce, (3) remain team focused, and (4) update. Connor understand these to be "vital elements" for sound management practices. (For me, they are working.)
Connor's discussion of the unseen dangers in management is also helpful. His section on crisis management (chapter 14) is brilliant. His talk about Danger-Oriented People and Opportunity-Oriented People (pages 232-238) is alone worth the price of the book.
This book is recommended to all managers, to any who are looking to grow their careers in our fast-paced society, and those who study change.
Conner explains why so many change initiatives don't seem to "stick" after the initial roll out of the change. He offers some concrete recommendations on the roles required to execute a change, and the pros and cons of different organizational structures for those roles.
Another interesting concept he introduces is that there is an extra cost associated with being "surprised that we are surprised." During the course of a change, unexpected events occur -- if we are expecting to be surprised, we are better able to absorb the events even if we don't know what they are in advance. This is a strong argument for communicating early and frequently to an organization before and during the change process, rather than holding off until every tiny detail of the change has been worked out.