Bareil, Céline, Gérer le volet humain du changement, Éditions Transcontinental, Montréal, 2004.
I like this book for its clear intent to talk about the recipient of change, seen as a responsible actor and not a victim. I also like Bareil’s adaptation of the notion of stages of concern of the recipient. There are 9 such stages and the author offers guidelines for managers to deal with each one of them.
Brown, Paul, Joan Kingsley and Sue Paterson, The Fear-Free Organization: Vital insight from neuroscience to transform your business culture. Kogan Page, London, UK: 2015.
In this book, the authors seek to demonstrate how fear, a powerful emotion that tend to override others, gets in the way of individual performance at work. As a consequence, it also affects organizational performance negatively, and it especially damps down efforts in implementing change. One of the questions they are trying to answer is how we manage and lead in such a way as NOT to induce fear? See more here.
Cooperrider, David L. And Diana Whitney, Appreciative Inquiry: A Positive Revolution in Change, Berrett-Koehler Publishers, San Francisco, CA, 2005.
Short introductory book about AI. Concise but informative. See more here.
Fiksel, Joseph. Resilient by Design: Creating Businesses That Adapt and Flourish in a Changing World. Island Press, Washington, 2015.
We most often think of “resilience” as a characteristic of individuals who demonstrate some kind of flexibility when faced with change. Beyond psychological aspects, we can also talk about the resilience of organizations or communities and this is what Joseph Fiksel does. The complexity of considering the resilience of organizations resides in the fact we have to take into account different elements: people, products, processes, assets, markets, and communities. He also suggest that we should think about organizations as systems, but as living organisms rather than engineered systems, to emphasize the ability to flex and adapt to a changing environment.
The approach that he proposes is broader than both classical risk management and business continuity practices that tend to focus on specific elements of the system and fail to consider the broader context. This may lead to a narrow focus than in not in line with the kind of fast, sweeping changes we seem to see more and more nowadays.
The four attributes of resilience that are discussed in the book are: adaptability, efficiency, cohesion, and diversity. Resilience is created by managing the tensions between these 4 attributes and each organization must find its own mix. The author proposes to create a role of “Chief Resilience Officer” which includes the consideration of risk but takes a broader view (and may require an expanded skill set). Read more.
Johansen, Bob. Leaders Make the Future: Ten New Leadership Skills for an Uncertain World. San Francisco: Berrett-Koehler, 2012.
In order to lead effectively, leaders must understand how their world is changing. Johansen proposes ways to look at how this is happening as well as what leadership skills must be developped in our changing world. Read more.
Kourilsky, Françoise, Du désir au plaisir de changer: comprendre et provoquer le changement, 3e édition, Dunod, Paris, 2004.
I have reread this book several time and always find it thought-provoking. It focuses on the micro aspects of leading change: the attitude of the leaders, the interactions between individuals and the quality of interpersonal communication. It uses a systemic approach and seeks to foster the understanding of the complexity of change. It also relies on a constructivist approach: as individual construct their own reality, we have to understand how they build, through interaction and discourse, their understanding of change.
McCalman, James and David Potter. Leading Culture Change: The Theory and Practice of Successful Organizational Transformation. Kogan Page, London, 2015.
Densily packed book that argues that the cultural aspects of organizational change must be addressed in order to create sustainable change. See blog post