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Duck's experience with change has been widespread and varied. During an early career running her own consulting practice and more recent years spent as a senior vice-president with the prestigious Boston Consulting Group (BCG), she has guided companies all over the world through the mountains and minefields of mergers, re-engineering ventures, and strategic transformation projects. In the process, she has developed and refined her understanding of the five phases of the "Change Curve", her own map of the territory of change. The monster in hibernation is the first of those phases, Stagnation and is awoken by forceful impetus from on high, through either internally or externally initiated change. Duck discusses both the signs of stagnation and various methods for recognising the problem--the questions that need to be asked, the analyses that need to be conducted and the appetite for change that needs to be generated. During the Preparation stage, there are essential tasks for the leaders (achieving alignment and commitment on vision, strategy and values) that will provoke behavioural change requirements of all members of the organisation, and Duck introduces a BCG tool used to help assess the change bias of any organisation. For the Implementation and Determination stages, Duck shares tips on walking the talk, being on the alert for human dynamics that threaten to derail the initiative and communicating effectively and offers advice on testing one's assumptions as a leader and staying involved with the process of change at all levels--strategies designed to lead the organization through to the final stage of Fruition. Throughout, Duck refers to the largely positive change experience of a real company, Honeywell Micro Switch and the less effective actions of a fictional merger between two pharmaceutical firms.
Duck has also spent time as an artist and teacher, occupations reflected in her understanding of how people cope with both the reality of change and the manner in which it is brought about. Though targeted at the change-management drivers of the business world, The Change Monster is infused throughout with a sense of the effects of change in all areas of life. A sensitive exploration of an often-difficult process. --S Ketchum --This text refers to an out of print or unavailable edition of this title.
From Publishers Weekly
Copyright 2001 Cahners Business Information, Inc.
--This text refers to an out of print or unavailable edition of this title.I'M CRAZY FOR chocolate-dark chocolate, that is. Read the first page
Concordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
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4.0 out of 5 stars
Comforting,
By Golden Lion "Reader" (North Ogden, Ut United States) - See all my reviews
This review is from: The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change (Paperback)
The change monster made me aware of the stages of change in a company: Stagnation,Preparation, Implementation, and Fruition. Ms Duck seems to be an excellent consultant from the stories I read. The book seems oriented towards Human Resources types as the title suggests. My background is Information Technology consulting, so I found I related too only a few of her stories. I would say her stories were interesting and demonstrated how companies move through change stages arriving at fruition. Ms Duck reminences on her experience and draws important conclusions and abstractions from her experiences. Some of her experiences seemed familar while a larger portion were not as concrete. I could see how large organizations profit from her holositic view of change. I'm sure her wisdom should not dismissed. I've read Jack Welch's books and reflected on the quantifiable and scientific approach to change and can see objective change can appeal rationally; however, Ms Duck seems to have produced change through insight and dramatic effects a vast range of companies and types. She seems to have a gift for perception and insight into the inner dynamics of the people that make change happen in a company. Duck hand holds her clients through change stages and comforts them by imparting wisdom that allows her client to see a "better way". This "better way" seems to have dynamic impacts on the production of the company. Once the barriers are removed the company matures and reaches fruition.
4.0 out of 5 stars
Good book, would have been a better article...,
By Robert G. Barnwell "Robert G. Barnwell" (New York City) - See all my reviews
This review is from: The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change (Paperback)
This is a good book on leading change and the effect of change on people (and, in turn, the effect of people on the change initiative). However, it doesn't measure up to Kotter's "Leading Change," Ulrich, Zenger, and Smallwood's "Results-Based Leadership," or Fogg's "Implementing Your Strategic Plan." The problem is that the book really makes you work to mine the little "nuggets" of wisdom that it contains. Essentially, this book is a large case-study of Honeywell's Micro Switch subsidiary. Buried deep within the case study are the management principles that we're all reading the book to discover. I'm not saying that the book isn't well-written and worth the time to read; rather, I'm saying that it isn't easy. I would have preferred some quote-boxes or other graphics that highlighted the necessary information. Perhaps two or three chapters in the beginning that detail the change process and the book's fundamental management principles. In the end, I think this book would have been a fantastic article in Harvard Business Review. However, as a book, it just takes too long to get to the point. Overall grade: B-/B.
3.0 out of 5 stars
Good advice but plodding,
By
This review is from: The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change (Paperback)
I disagree with some of the other reviewers who say that the book is a good read. I felt that I didn't know where the book was going a lot of the time. When all was said and done, I was glad to be finished (sometimes I really had to push myself to keep going), but I did learn a lot about change management.
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