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Expensive flaws persist in our collective, prevailing assumptions about change. We overwhelmingly view change as something for us to do to the organization, hence the popularity of the doubtful metaphor “managing change.”
In this Executive Report, prepared for an East coast think-tank, I examine descriptive and prescriptive models of change from noted authorities in order to address three questions...
Executive Report Prepared for the Cutter Consortium
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Executive Report Details PDF Download - $150
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Cutter, an East coast think tank with whom I work, has reduced the price on this Executive Report from $300 to $150 as a PDF download. They have also graciously agreed to allow me to make the PDF available for that same price of $150. You can download it immediately after placing your order.
Forward thinking leaders and executives have remarked it is one of the best commentaries on organizational change they have read. Unfortunately I can't release the report since Cutter owns the copyright, but I can make the Executive Summary available...
You can also ask Christopher to provide a keynote or workshop on this valuable perspective. Ask for The Power of Responsible Change.
Executive Summary
Responsible Change
by Christopher M. Avery, Senior Consultant, Cutter Consortium
Agile Product & Project Management Executive Summary Vol. 6, No. 10
Expensive flaws persist in our collective, prevailing assumptions about change. We overwhelmingly view change as something for us to do to the organization, hence the popularity of the doubtful metaphor “managing change.” In the accompanying Executive Report, I examine descriptive and prescriptive models of change from noted authorities in order to address three questions:
- Are there reliable operating assumptions about dealing with change, and, if so, what are they and how do you apply them?
- Are there fundamentally different approaches or philosophies for dealing with change, and, if so, how do you recognize and choose among them?
- What’s worth paying attention to when attempting to change a traditional IT organization into an agile one?
- Abstract change (changeA) — how the change industry frequently talks about change (i.e., in the abstract)
- Contextual change (changeC) — when we talk about attempting to accomplish a specific change; context always matters
- Imposed change (changeI) — the experience of not having a choice to change
