The Change Agents Handbook

Exhibits

figures, diagrams, charts and tables

  1. What is a quality approach?
  2. Cascading of sponsorship
  3. Appropriate and Inappropriate Roles
  4. Combining patience with a sense of urgency
  5. Desirable and undesirable characteristics
  6. Check yourself out
  7. Passing through quality
  8. The risks of lack of autonomy
  9. Assessing the situation
  10. Conscious and Unconscious Messages
  11. Building interest and commitment:- management activities which can help
  12. The Anatomy of Management Systems
  13. Typical operating processes for an airline
  14. Typical operating processes for an auto manufacturer
  15. Tools for building relationships within the team
  16. Small gestures signal big changes of attitude
  17. Guidelines for building relationships with colleagues
  18. Clarifying mutual expectations and obtaining feedback
  19. The President's responsibilities for the change process
  20. Common professional blind spots
  21. Typical launch preparation activities
  22. Eleven commandments for an enthusiastic team
  23. Establishing behavioral ground-rule
  24. Do senior managers need to understand the 'nuts and bolts' of quality improvement?
  25. Integrating quality management into the organization
  26. Making the values operational
  27. A thorough assessment process
  28. Typical planning framework
  29. The need for both logic and emotion
  30. Fixing 'minor' problems for employees
  31. The Xerox training cascade
  32. A simple process flowchart: planning a meeting
  33. Criteria for selecting early improvement projects
  34. Types of team and methodologies
  35. Problem solving and process improvement contrasted
  36. Improvement activities linked by communications
  37. Improvement activities linked by process management
  38. Negative rewards by job evaluation
  39. The management hierarchy and the support network
  40. Priority and timing considerations in the plan
  41. Some elements of a simple launch plan
  42. Typical events which impact the process
  43. Key success factors for the transformation
  44. Neglecting employees as a resource
  45. Employees' information needs during change
  46. What people in change want and typically get
  47. Skeptic turns enthusiast
  48. Guiding principles for managing change
  49. The change agent's base of operations
  50. Typical support network meeting topics
  51. Support or control functions
  52. How staff functions need to change
  53. Audits as a service
  54. Staff functions and the support network contrasted
  55. The miracle of networking
  56. The vital few: people whose ideas you should study
  57. Do's and don'ts in selecting consultants
  58. Some characteristics of good consultants
  59. Some suggested questions for consultants
  60. Change agents interviewed Interview content
  61. A checklist for personal survival and growth
  62. A role model for quality practitioners
  63. Uses of the word "quality"
  64. The dreaded disease 'quality-itis'
  65. Process management in action
  66. The body of knowledge
  67. Key areas of management theory
  68. Management practices:- subsystems
  69. Sources of information:- educational material
  70. Sources of information:- organizations
  71. What this book covers.

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