By Paul Levesque
This article explains the full making plans method for organizational switch, from making a compelling imaginative and prescient to creating that imaginative and prescient a fact, via directions and workouts.
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Additional info for Breakaway planning: 8 big questions to guide organizational change
What about some sort of remotecontrol anvil-release mechanism you could activate yourself? Create a checklist: What are all the things that could blow up in your face, pound you into the ground, or cause you to fall from a great height, with an accompanying whistling sound that matches in pitch your descent toward the canyon floor? How will you prevent them from happening? Experiment with the various elements separately, under safe, controlled conditions. Anticipate and work out all the bugs. Then, at last, enjoy your dinner of succulent fowl.
They're not the same thing. Some people, those lucky enough to stumble upon a good teacher somewhere along the line, find that really learning something new doesn't have to be boring. Some people get so used to looking after their teeth that when they find one little food particle the toothpick can't get at it drives them crazy for the rest of the night. And there are even some, admittedly not many, who have discovered that the whole process of planning for change in their organization can be not only painless but downright satisfying.
But not when it comes to planning for organizational change. Not for setting new directions for the business. This can only be done by those who hold positions of leadership within the organization, if it is to be effective. Thus, the purpose of this book is to provide leaders with the how of planning effectively for change, to permit them to do the planning themselves. The encouraging news, as the following chapters make clear, is that it is not some mysterious, arcane black science requiring a lifetime to master.
Breakaway planning: 8 big questions to guide organizational change by Paul Levesque