Changing by Design: A Practical Approach to Leading Innovation in Nonprofit Organizations

By Doug Eadie

Book Overview

Change is an ever-present and powerful force in today's fast-pacedworld. To keep an organization clearly focused on fulfilling itsmission, nonprofit leaders must develop specific, strategicinitiatives to meet the challenges of a constantly evolvingenvironment. Changing by Design offers a proactive approach to both designingand implementing change initiatives within nonprofit organizations.By addressing three key areas'coordinated leadership on the part ofthe chief executive and the board, creative innovation in decidingwhat needs to change and how to change it, and effectiveimplementation of new ideas and programs, this book presents abalanced, comprehensive model for successfully managing change intoday's nonprofit. Illustrated by real-life case studies, Changing by Design shows howto: * Design and manage a change plan'from initial analysis throughimplementation * Partner effectively with the board in leading change * Encourage and unleash creativity and innovation in developingchange initiatives * Effectively involve staff in designing and implementing change * Protect change initiatives from becoming sidetracked byday-to-day pressures * Recognize and deal with barriers to change To successfully fulfill its mission and remain relevant to theworld around it, an organization must not only be ready and able toadapt to change but must also develop a culture where change isused as a strategic, creative tool for growth. Changing by Designprovides the innovative change management approach that willprepare any nonprofit organization to both maintain and expand itscapacity to address the serious economic and social issues facingtoday's turbulent world.

• Format: Hardcover
• Language: English
• ISBN: 078790824X
• ISBN13: 9780787908249
• Release Date: May 1997
• Publisher: Jossey-Bass
• Length: 256 Pages
• Weight: 1.00 lbs.
• Dimensions: 0.9" x 6.3" x 9.3"

Customer Reviews

Change in all types of organisations.

Though the book is written for nonprofit organisations, it can be used by anyone studying the subject of change management or transitions. The role of the CEO as the chief change agent is critical in any change strategy. Chapter 3 & 4 clearly explains the importance. It is not just applicable to non-profit organisations; it applies to all organisations. Chapters on creativity and implementation are useful too as they offer some good suggestions. One thing I will find useful when I refer to this book in future is the summary at the end of each chapter. This is invaluable when you occasionally want to dip into a book in future to find a little 'nugget' of information