- Paperback: 392 pages
- Publisher: meetingminds (7 Dec. 2006)
- Language: English
- ISBN-10: 1905776012
- ISBN-13: 978-1905776016
- Product Dimensions: 15.2 x 2.2 x 22.9 cm
- Average Customer Review: 9 customer reviews
- Amazon Bestsellers Rank: 4,711,321 in Books (See Top 100 in Books)
Viral Change - The Alternative to Slow, Painful and Unsuccessful Management of Change in Organizations Paperback – 7 Dec 2006
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Many 'Change Management' initiatives end in fiasco, because they focus on processes and systems only and because they are based on wrong assumptions. But there is no change unless the change is behavioral. Viral ChangeTM will debunk these myths and show that, in Viral ChangeTM mode, people talk less about 'the programme' and do more in a way that infects other people, creating 'tipping points' where the new behaviors and the new changes become visible and sustainable. In short, Viral ChangeTM uses the networks of influence which are often below the radar of the organization chart to create internal infections of success. In this second revised edition, the author has further elaborated on influence mechanisms as well as added further insights with regard to viral leadership. These insights are firmly rooted in the author's own practical experience of successfully implementing and practicing Viral Change with his clients. The second revised edition of Viral ChangeTM will appeal to any reader who is interested in how organizations are rapidly evolving today and how understanding internal social networks is changing the way we should lead and manage.Viral Change is now more than ever THE manager's handbook on how to create sustainable change in organizations.
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I found the book really interesting. It was graphic and descriptive and I felt he understood organisational dynamics well.
This may not be effective in all organisations but in those to which it is applicable there could be radical change.
I was annoyed by the graphics and different types of font used,preferring a signular font. For me the book's structure reflected the concept being examined.
Central to Viral Change is the proposition that it is people's everyday behaviours that determine an organization's 'culture', not the formal statements, structures and processes that usually emerge from conventional 'cultural change' programmes. Having established this as a key principle of the Viral Change approach, Herrero identifies 15 conventional assumptions about organizational change. He then sets out to debunk these in the remainder of the book, which is usefully arranged into three complementary sections.
In the five chapters that make up the first section, Herrero sets out his argument for the Viral Change approach. Here, he explores some of the conventional wisdom on organizational change, before putting forward his own insights into how organizations work and the implications of these for change-leadership practice.
Section 2, comprises seven chapters which deal with the four main components of Viral Change. These are described as language, new behaviours, tipping points, and rules and rituals (or 'culture'). The framing of the change, the identification of a small set of "non-negotiable behaviours", and the propagation of these behaviours through the organization's informal influence networks provide the main focus of this section.
Finally, Herrero summarises the approach that he tends to use when applying Viral Change in organizations, and ends by revisiting the 15 change management assumptions from a viral change perspective.
Overall, I found the book an extremely valuable resource as well as an entertaining read. Although it resonates strongly with my own perspective on the dynamics of change, it approaches the subject from a different viewpoint. This provided a healthy mixture of challenge to, and support for, my own thinking, as well as provoking further questions and insights.
Now I've read the book and been intrigued by the principles it contains I would love to see the principles in action. That may be a little more difficult.
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