Being nimble means managing change before it happens. Can public organizations be nimble? Rules, regulations, laws and customs seem to mitigate against that.
- The strategic imperative of the "nimble organization" and the mirage. Interview with Daryl Conner.
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- Leading a Nimble Organization.
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Government is seen as being rule-bound, risk-averse and change-averse. While those factors mean that public agencies may never be as nimble as private organizations, there are at least 10 things public managers can do to be nimble leaders and to create more nimble organizations. It is at that time when people are most able to adapt and to innovate.
Nimble leaders can help employees prepare for this expected storm. For example, a legislative change meant that a social service agency was faced with the possibility of its services being privatized. The manager led the staff through an exercise in identifying what a new provider would have to know and do. As a result, staff felt less stress and were more confident — and, ultimately were able to compete with private vendors and secure the service contract. Nimble leaders create goals and performance measures that recognize and reward nimbleness—for example, discovering a new way to meet regulatory requirements while also encouraging client participation.
This might be a new skill, a new professional activity or a new collaboration. Nimble leaders anticipate the need for adaptability by hiring more resilient employees, preparing current employees for continuous change and creating job assignments and performance management systems that address change role proficiency. They constantly push for higher performance yet recognize that failure is to be expected with innovation. HR managers know that each new hire and each promotion is an opportunity to change the organization and, with foresight, to encourage nimbleness in individuals and their units.
Nimble leaders do specific things to create and encourage a culture of change. Organizational conditions, as much as employee performance, are critical in supporting nimbleness. It calls for a radically new kind of organization, nimble enough to adapt instantly to changing market conditions, and piloted by leaders versed in the art of leading at the edge of chaos.
This book is not about decision making; it is about execution. Project Change Management combines change management concepts and project management concepts to illustrate how they complement each other. Along with a step-by-step procedure designed to apply change management to complex programs like process redesign and SAP projects, it provides field-tested organizational change findings and concepts to help you systematically incorporate change into your strategic management plan. No missing or damaged pages, no creases or tears, no underlining or highlighting of text, and no writing in the margins.
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- Imagination in Kants Critique of Practical Reason (Studies in Continental Thought).
- Power and Market: Government and the Economy?
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