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.

Online resource; title from digital title page (viewed on May 31, 2016).

<Ul style='padding-top:0;padding-left:0;list-style:none;'><li>Section -- ONE: WHY CHANGE?</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter -- 1: The Need for Results from Change;</li><li>Chapter -- 2: Business Alignment: The V Model;</li><li>Chapter -- 3: Current Failures of Behavioural Change;</li></ul></li><li>Section -- TWO: TLA PROCESS AND THEORY;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter -- 4: The TLA Process and Applications;</li><li>Chapter -- 5: Preparation;</li><li>Chapter -- 6: ACTION conversation;</li></ul></li><li>Section -- THREE: EVALUATION;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter -- 7: Evaluation Planning;</li><li>Chapter -- 8: Data Collection;</li><li>Chapter -- 9: Data Analysis;</li><li>Chapter -- 10: Reporting;</li></ul></li><li>Section -- FOUR: TLA IN PRACTICE;</li><li><ul style='padding-top:0;list-style:none;'><li>Chapter -- 11: Making TLA Work -- Skill Set;</li><li>Chapter -- 12: Making TLA Work -- Guiding the Conversations;</li><li>Chapter -- 13: How to Roll-out TLA in line with the Alignment Model;</li><li>Chapter -- 14: Case Study -- UNSW Innovations at UNSW Australia;</li><li>Chapter -- 15: Case Study -- Successfully Managing a Mature Workforce;</li></ul></li><li>Misc -- 1: Appendix 1: Sample TLA Plan;</li><li>Misc -- 2: Appendix 2: Turning Learning into Action� Change Agreement;</li><li>Misc -- 3: Appendix 3: Sample conversation to Illustrate the flexible TION part of the ACTION Model</li></ul>

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