000 04417cam a2200493Mu 4500
001 9781003224747
003 FlBoTFG
005 20240213122826.0
006 m o d
007 cr cnu---unuuu
008 220910s2022 xx o ||| 0 eng d
040 _aOCoLC-P
_beng
_cOCoLC-P
020 _a9781000688177
020 _a1000688178
020 _a9781003224747
_q(electronic bk.)
020 _a1003224741
_q(electronic bk.)
020 _a9781000688023
_q(electronic bk. : PDF)
020 _a100068802X
_q(electronic bk. : PDF)
024 7 _a10.4324/9781003224747
_2doi
035 _a(OCoLC)1344158593
035 _a(OCoLC-P)1344158593
050 4 _aHD58.7
072 7 _aBUS
_x087000
_2bisacsh
072 7 _aBUS
_x063000
_2bisacsh
072 7 _aBUS
_x097000
_2bisacsh
072 7 _aTDP
_2bicssc
082 0 4 _a658
_223
100 1 _aJones, Morgan L.
245 1 0 _aTransform Behaviors, Transform Results!
_h[electronic resource] :
_bIdentifying and Using Behavioral Indicators to Drive Sustainable Change and Improvement.
260 _aMilton :
_bProductivity Press,
_c2022.
300 _a1 online resource (0 p.)
500 _aDescription based upon print version of record.
520 _aWhen trying to embed changes or new mindsets and behaviors, organizations tend to focus on following a particular methodology rather than clearly defining the underlying behaviors that will deliver the sustainable behavioral change and align the thought processes that drive the behaviors--whether their intent is to continuously improve safety or overall risk management or achieve a sustainable growth and improvement trajectory. The key role of leadership teams is not to deliver results. It is to inspire and own the organizational culture that delivers the expected results. If culture is owned by HR, it is doomed to be another thing leaders have to do on top of their day job. Business leadership teams must oversee defining and managing organizational culture and have HR coach the capability of leaders to cast the right leadership shadow by role modeling the right behaviors, rewarding the right behaviors in their teams, and providing clarity on expectations around behaviors for all leaders and employees. The most challenging part of any performance-improvement implementation is the identification of key behavioral indicators (KBIs). The purpose of this book is to assist with that challenge and make behaviors easier to understand and identify. The book defines and describes the importance of focusing on the behaviors necessary for sustainable change rather than focusing on the tools and methodology behind change management. It discusses multiple lenses of change including Lean, Six Sigma, Agile, Risk, and Customer Experience and also addresses the weaknesses of complying solely with the methodology and tools. It proposes a behavioral framework to suit each particular lens. This book begins with reasons most continuous improvement programs fail to deliver the expected results. More importantly, it discusses embedding the newly described mindsets and capabilities into the business. The book concludes by providing leaders a roadmap and a coaching framework for how to align and embed their new behavioral framework at all levels, starting from the front-line worker up to the CEO. Essentially, this book leads the reader through the process of understanding the concept of defining behaviors and the difference between them and tools/methodology. It introduces KBIs for leaders to define and drive the desired behaviors at all levels. This will increase the probability of sustainability for the improvement initiative by focusing on and maturing the behaviors these initiatives are trying to drive.
588 _aOCLC-licensed vendor bibliographic record.
650 7 _aBUSINESS & ECONOMICS / Production & Operations Management
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Strategic Planning
_2bisacsh
650 7 _aBUSINESS & ECONOMICS / Workplace Culture
_2bisacsh
650 0 _aOrganizational behavior.
650 0 _aCorporate culture.
700 1 _aButler, Drew,
_eauthor.
700 1 _aPlenert, Gerhard Johannes,
_eauthor.
_1https://isni.org/isni/0000000110371639
856 4 0 _3Taylor & Francis
_uhttps://www.taylorfrancis.com/books/9781003224747
856 4 2 _3OCLC metadata license agreement
_uhttp://www.oclc.org/content/dam/oclc/forms/terms/vbrl-201703.pdf
999 _c5101
_d5101