Who Killed Change
In this book review I will be writing about a book called Who Killed Change. Who Killed Change was published in 2009 by Harper Collins located in New York, NY. This book was written by an author with the name, Kenneth Blanchard. Kenneth Blanchard is an American writer and management professional, one of his books The One Minute Manager has sold more than 13 million copies he has also co-written 30 best sellers. I chose this book because it seemed to be the most interesting from a list of approved books. The book Who Killed Change is written to find what is killing change in everyday organizations. To do this the author uses a character called agent to interview thirteen suspects. This book is filled with wit which keeps the reader interested in the valuable lessons that it teaches. In this report I will provide a summary of major themes in the book, I will also be comparing and contrasting concepts from Who Killed Change with concepts from our textbooks. I will then give a well-reasoned opinion on the points from the book Who Killed Change. The Book Who Killed Change is written to address every day organizations, which have initiated or are going to initiate changes. Most of these organizations will fail to initiate these changes costing them money and failing to increase the status quo. This book looks at who causes these changes to be killed so that they can be taught to change and stop costing the organization money. This book starts off by introducing the Detective named Agent McNally, who is on the crime scene investigating a murder of Change. With his assistant Anna the Agent goes on to interview thirteen suspects. The first of which is Carolina Culture. McNally learned from his interview that Carolina Culture understood the formal values of the organization but did not understand the values that were important, McNally believes Change would have done better if he would have followed the real values instead of getting advice from Culture. The next Interview was with Chase Commitment, through this interview McNally believed Chase was passionate about his job but lacked the power to convince leaders to commit to a change. The third interview was with Spence Sponsorship, through his interview with Spence, McNally learned that Spence had given a strong introduction of Change to the leaders but he failed to follow through. McNally believed this happened because Spence failed to get along with both the Change Leadership Team and Accountability; he also didn’t take advice from Commitment. The fourth interview was with Change Leadership Team (PECS), through this interview, McNally learned that PECS would lift Change up but he would fail to carry him anywhere which would hinder the process of Change. The fifth interview was with Clair Communication, through this interview, McNally learned that Clair failed at her job she did not communicate with Spence or PECS which led to people ignoring Change. The Sixth interview was delayed as McNally waited for Ernest Urgency to arrive for the Interview. Through this interview McNally learns that Urgency is very inconsistent although Ernest tried convincing employees to accept Change, he failed to ask questions about thoughts on Change; he also failed to spend time with the employees affected by the change in status quo and performance levels. The next interview was with Victoria Vision a nearly blind woman, through this interview, McNally learns that Victoria could not see the organization for what it was she like the others avoided advice from Commitment. She also failed to get employees involved with her visions. The eighth interview was with Perry Plan, through the interview, McNally learns that Perry never worked on details; he failed to plan for small victory’s to keep the employees interested in Change, instead Perry would only look at the big picture and the end...
Cited: Blanchard, Ken. Who Killed Change. New York: Polvera, 2009. N. pag. Print.
Robbins, Stephen p., and Timothy a. Judge. Organizational Behavior. Fourteenth ed. New Jersey: Pearson Education Inc, 2011. Print.
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