Making change work : how to create behavioural change in organizations to drive impact and ROI / Emma Weber, Patricia Pulliam Phillips, Jack J. Phillips.

"When change initiatives fail, many times the organization is blamed for not aligning projects to business needs from the beginning, or for not turning knowledge into action. Making Change Work argues that what connects success with these initiatives is behavioral change. It brings together the ROI Institute's established methodology for aligning projects and programs to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer.The book offers a step-by-step process for any business initiative that requires behavioral change, providing the critical link bridging both knowledge and application. Cutting through complex change theory, this book is a how-to guide for solving the problem of change projects that don't deliver business impact. It includes case studies on organizations that are using the methodology to create successful outcomes that are not just demonstrated, but also delivered and measurable"-- Provided by publisher.

"Underpinned by decades of research and application, Making Change Work shows that the lynchpin that connects change initiatives and their ultimate success is behavioural change. The book brings together the ROI Institute's established methodology for aligning projects and programs to business needs and for evaluating impact and ROI with the Turning Learning Into Action methodology developed by Emma Weber to support learning transfer. It offers a step-by-step process that partners with any business initiative requiring behavioural change, providing the critical link bridging the knowledge and application. At the heart of the methodology is a framework for reflective conversation, ensuring accountability and aligning people to the desired outcomes"-- Provided by publisher.

Includes bibliographical references and index.

Machine generated contents note: Part One Why change? 01 The need for results from change -- The cost of failed change -- How to build successful change management capability -- Change is not negative -- References 02 Business alignment: The V Model -- Theory of change -- Business alignment -- Case Study: Southeast Corridor Bank -- Summary of key points -- References 03 Current failures of behavioural change -- No ownership of the change -- Little understanding of what's needed after the change -- Loss of control for those involved in the change -- Little appreciation for the difference between reinforcement and reflection -- Summary of key points -- References Part Two TLA process and theory 04 The TLA process and applications -- TLA evolution and results -- TLA as a lever for change -- Change requires reflection -- Creating the environment for change -- Stages of TLA -- Summary of key points -- Reference 05 Preparation -- The anatomy of change -- The need for the right mindset -- The TLA Action Plan -- The TLA Change Agreement -- Summary of key points -- References 06 ACTION conversation -- TLA vs traditional coaching -- The ACTION Conversation Model -- Summary of key points -- Reference Part Three Evaluation 07 Evaluation planning -- The ROI Methodology -- Purpose and objectives -- Evaluation plans -- Summary of key points -- Reference 08 Data collection -- Methods and instruments for data collection -- Sources of data -- Timing of data collection -- Summary of key points -- References 09 Data analysis -- Isolating the impact of change -- Converting data to monetary value -- Tabulating fully loaded costs -- Calculating ROI -- Defining intangible benefits -- Summary of key points -- References 10 Reporting results -- Detailed evaluation report -- Meetings -- Routine publications -- Routine feedback on progress -- The communication plan -- A word of caution -- Guidelines for reporting results -- Summary of key points -- References Part Four TLA in practice 11 Making TLA work: Skill set -- Asking power questions -- Being listening -- Using intuition effectively -- Summary of key points 12 Making TLA work: Guiding the conversations -- Helping identify and the 'get in the gap' -- Solution for Scenario 1: OARBED -- Solution for Scenario 2: Off the Fence -- Solution for Scenario 3: The Panel of Three process -- Summary of key points -- References 13 How to roll out TLA in line with the alignment model -- WHO rolls out TLA? -- WHEN TLA needs to support change -- HOW to roll out TLA effectively -- Summary of key points 14 Case study: UNSW Innovations at UNSW Australia -- Opportunity for change -- The change: a new IT solution -- Business alignment and the approach to change -- Installation and training -- TLA after the change -- Common barriers that TLA helped overcome -- Outcomes and evaluation 15 Case study: Successfully managing a mature workforce -- Opportunity for change -- The change: workshops for mature staff -- Aligning with the business -- TLA after the change -- Outcomes and evaluation of the initiative -- References Appendix 1: Sample TLA plan -- Appendix 2: Turning Learning into Action [registered mark] Change Agreement -- Appendix 3: Sample conversation to illustrate the flexible TION part of the ACTION model Index.

Description based on online resource; title from digital title page (viewed on May 31, 2016).

Master record variable field(s) change: 050