Change is an inevitable part of business life. Typically ruthless, often involving staff culling and usually badly managed, the surviving staff are often left traumatised and in fear for their own futures. To survive unscathed, leaders need to be able to mobilise their people to perform the necessary transitionary tasks to take advantage of changing market conditions.
Leading in a cultural change: Action guide and workbook operates best as a companion to Fullan’s earlier work, Leading in a culture of change. It is intended to be a comprehensive guide aimed at assisting leaders in all sectors manage and drive change within their organisations. Using a series of resources, case studies and exercises, the book provides a platform for the five core competencies – broad moral purpose, control of the change process, cultivating relationships, knowledge transfer and the vision for change – to be integrated within the change process.
Unfortunately it suffers from the same problem as its predecessor in that it tries to cover too much ground. By trying to be applicable to all corporate, sectors the content is reduced to a general analytical level and a summary of the original.A great workbook for change management but it may be a little too general for leaders looking for information about change in a specific sector.
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