Beyond Change Management: Advanced Strategies for Today's Transformational Leaders (The Practicing Organization Development Series)
by Dean Anderson, Linda Ackerman Anderson; Paperback
"Powerful business solutions to the current chaos facing many organizations today. Dean Anderson and Linda Ackerman Anderson get to the heart of change, the human touch, by using timeless techniques and tools." --Ken Blanchard, coauthor, The One Minute Manager and Gung Ho!

Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change
by David A. Nadler & Mark B. Nadler (Jossey-Bass, Inc. 1998)
David Nadler goes directly to the source of organizational change--America's top CEOs--to find out how to manage and embrace change. - AST&D, Training & Development, April, 1998

Change Management: Communication's Pivotal Role: A Research Report
by Kathryn Troy

Change management, an overview of current initiatives : a research report (out of print)
by Kathryn Troy

Changing Behavior in Organizations: Minimizing Resistance to Change
by Arnold S. Judson, 1991.

Changing the Way We Change
by Jeanenne Lamarsh
Changing the Way We Change is the first book to provide the necessary tools to implement successful change in the engineering processes of manufacturing companies.- Ingram

Collecting and interpreting qualitative materials (Handbook of Qualitative Research Paperback Edition)
by Norman K. Denzin (Editor) and Yvonna S. Lincoln (Editor), 1998.

Commitment in the workplace: Theory, research, and application
by John P. Meyer and Natalie Jean Allen, 1997.

Communicating Change: Winning Employee Support for New Business Goals
by Sandar Larkin (Contributor), T. J. Larkin
When a company decides to make a major organizational change ­­ whether it's a new emphasis on customer service, quality management, restructuring or downsizing ­­ managers must get the message through to front-line employees, and enlist their support...or the changes will create more turmoil than progress. Written for busy managers at all levels, Communicating Change offers specific prescriptions for effecting successful change centered around three guiding principles: * Conveying the message through supervisors * Communicating face-to-face * Making the changes relevant to each work area.  In addition, a variety of helpful forms, checklists, sample communications, and surveys help managers to quickly put these principles into action.  The editors.

Communicating for Change: Connecting the Workplace With the Marketplace (Jossey-Bass Management Series)
by Roger M. D'Aprix
In producing a remarkably commonsense book, D'Aprix has introduced a much needed word into executive vocabulary: communicating. Sprinkled with references to U.S. market leaders, such as GE and Xerox, he outlines in broad strokes the best strategic communications model; each piece of advice is accompanied by statistics and real and fictitious case histories, all intended to convince and persuade. Few good public relations practitioners will argue the tenets presented here or take away much startling information, but both top-and mid-level managers just might be surprised at the case D'Aprix makes for the power of internal communications. Barbara Jacobs from Booklist

Crossing the Chasm
by Geoffrey A. Moore, Regis McKenna
Author Geoffrey Moore makes the case that high-tech products require marketing strategies that differ from those in other industries. His chasm theory describes how high-tech products initially sell well, mainly to a technically literate customer base, but then hit a lull as marketing professionals try to cross the chasm to mainstream buyers. This pattern, says Moore, is unique to the high-tech industry ... Written not just for marketing specialists but for all employees whose futures ride on the success of a technical product, Crossing the Chasm delivers crucial information in an engaging, readable tone. - Amazon.com

Deep Change: Discovering the Leader Within (Jossey-Bass Business & Management Series)
by Robert E. Quinn
Discusses the potential of all employees to be agents of change and to increase their productivity and demonstrates the importance of fundamental change as a way to stay afloat in a fluid corporate environment. 20,000 first printing. - Ingram.

Discontinuous Change: Leading Organizational Transformation
by David A. Nadler, Robert B. Shaw, and A. Elise Walton
Based on 10 years of consulting experience with corporations facing organizational change, the authors have gathered their unique insights into the dynamics of transition. This book is designed to build a diagnostic framework for understanding, managing, and evaluating change. The book will help readers recognize the need for dynamic change before it becomes a crisis--avoiding reactive strategic change in favor of proactive strategic change.  Ingram

Facilitating Organization Change: Lessons from Complexity Science
by Edwin E. Olson, Glenda H. Eoyang, Richard Beckhard, Peter Vaill
"Olson and Eoyang do a superb job of using complexity science to develop numerous methods and tools that practitioners can immediately use to make their organizations more effective." --Kevin Dooley, Professor of Management and Industrial Engineering, Arizona State University.

Fast Forward: The Best Ideas on Managing Business Change (Harvard Business Review Book Series)
by James Champy (Editor), Nitin Nohria (Editor)
In fifteen articles and interviews, Fast Forward considers the future of organizations, the process of accelerating change, and the new role of management. Contributions from the top executives and management thinkers of today, including Peter Drucker, Michael Hammer, Rosabeth Moss Kanter, John P. Kotter, and Noel Tichy, are featured.  Ingram

Intentional Revolutions: A Seven Point Strategy for Transforming Organizations
by Edwin C. Nevis
Drawing from research on resistance to change and case examples from such top companies as Motorola, AT&T, and Xerox, 'Intentional Revolutions' presents the key factors, strategies, and leadership skills behind successful "frame-breaking" organizational change. The authors identify seven methods of influence, each based on theories of human motivation, to address aspects of individual, group, and organization level behavior. Applied in an integrated way, they provide the means for creating a new organizational reality - and for bringing about the behavioral changes required to create and sustain organizations that are continuously adapting and self-renewing

Interviewing As Qualitative Research: A Guide for Researchers in Education and the Social Sciences
by Irving Seidman, 1998.

Leading Change
by John P. Kotter
What will it take to bring an organization into the 21st century? Examining the efforts of more than 100 companies to remake themselves into better companies, this short yet visionary guide brings unparalleled clarity and reassuring advice to those confronting the daunting challenge of leading change.

Leading in a Culture of Change
by Michael Fullan (Jossey-Bass, 2001)
"At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees." --Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation

Managing at the Speed of Change
by Michael Fullan (Jossey-Bass, 2001)
"At the very time the need for effective leadership is reaching critical proportions, Michael Fullan's Leading in a Culture of Change provides powerful insights for moving forward. We look forward to sharing it with our grantees." --Tom Vander Ark, executive director, Education, Bill and Melinda Gates Foundation

Managing Change at Work
by Sheila J. Costello
Introduces valuable change management skills, including how to assess reactions to change, overcome resistance to change, and help change achieve its intended goals. Using the book's practical exercises, contemporary examples, and tested change management guidelines, you can become a more successful leader of change in your organization. Ingram

Managing the Change Process: A Field Book for Change Agents, Team Leaders, and Reengineering Managers
by David K. Carr, Hard J. Kelvin, William J. Trahant (Contributor), Kelvin J. Hard (Contributor)
Here are the practical, proactive tools managers need to get a handle on today's best change management strategies and ensure the success of their business improvement and turnaround efforts. Each of the change management strategies spelled out in this guide is firmly grounded in the extensive experience of Coopers & Lybrand, a Big 6 consulting firm with a dedicated change management practice. Each one has been company-tested in such organizations as Agway, New York Life, Prudential Direct, and the Office of Naval Intelligence. The result? Comprehensive analysis of the global changes confronting today's business leaders. Plus proven strategies for managing major change, creating an organizational culture conductive to change, and leading change effectively.

Managing Transitions: Making the Most of Change
by William Bridges
Business consultant William Bridges attacks an area of managing change that many not only avoid, but also do not even recognize--the human side of change. Directed at managers and employees in today's corporations, where change is necessary to revitalize and improve corporate performance, this book addresses the fact that it is people who have to carry out the change. - Ingram.

Organizational Strategy: Structure and Process (Out of Print)
by Raymond E. Miles and Charles C. Snow, 1978.

Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community
by Marvin Ross Weisbord
This book really puts together the evolution of theory on organizational change. Weisbord makes a compelling case for getting the system into one room to develop solutions that will be supported. Guidelines for actual interventions are not detailed how-to's. History and principles sections are excellent. David S. Compton from Arlington, Virginia

Real Time Strategic Change: How to Involve an Entire Organization in Fast and Far-Reaching Change (out of print)
by Stuart Heller, David Surrenda (Contributor)

Rekindling Commitment: How to Revitalize Yourself, Your Work, and Your Organization (The Jossey-Bass Management Series)
by Dennis T. Jaffe, Cynthia D. Scott (Contributor), Glenn R. Tobe (Contributor), 1994.
A roadmap to understanding and responding actively, creatively, and effectively to the new demands of the organization in flux. The authors assert that despite the damage to trust in organizations, most people still want to give their best, and the survival of a company depends on that energy and determination. They show that taking care of themselves will allow individuals to develop a new sense of mastery in life and work, while organizations are rewarded with a committed, productive workforce. 9 line drawings; index.  Ingram

Social foundations of thought and action: A social cognitive theory.
by Albert Bandura, 1986.
Presents a comprehensive theory of human motivation and action from a social-cognitive perspective. This insightful text addresses the prominent roles played by cognitive, vicarious, self-regulatory, and self-reflective processes in psychosocial functioning; emphasizes reciprocal causation through the interplay of cognitive, behavioral, and environmental factors; and systematically applies the basic principles of this theory to personal and social change.  The publisher, Prentice-Hall Humanities/Social Science

Strategies of Qualitative Inquiry (Handbook of Qualitative Research Paperback Edition , Vol. 2)
by Norman K. Denzin (Editor) and Yvonna S. Lincoln (Editor), 1998.

Taking Charge of Change: 10 Principles for Managing People and Performance
by Douglas K. Smith
Cooking up great ideas of how things ought to be is easy. Getting things to actually change is a different matter, especially in large, complex organizations. This book provides the diagnostic tools managers need to assess their particular needs for change and the tool kit required to implement the changes one wants to see - Ingram.

Terms of Engagement: Changing the Way We Change Organizations
by Richard H. Axelrod
"Terms of Engagement provides a roadmap for creating meaningful, repeatable and sustainable change. After reading Terms of Engagement and having participated in the conference model, I am convinced that real engagement is the key to unleashing the most powerful resource we have, our fellow employees." --This text refers to the Hardcover edition.- Jim Maynor, President and CEO, The Money Store

The Accelerating Organization: Embracing the Human Face of Change
by Arun Maira (Contributor) and Peter B. Scott-Morgan
Peter Scott-Morgan, author of the best-selling, The Unwritten Rules of the Game, and his colleagues at Arthur D. Little have discovered that Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results. The obvious question is How can we stop this?   The paradigm–shifting answer, based on a six year study of Fortune 500 companies, is: concentrate on maximizing stability within a changing environment--don't fixate on change. This book explains how by developing the six competencies needed to achieve dynamic stability--the management stabilizers of strategy, tactics, operations, and the enabling stabilizers of teamwork, quality, and communication--companies can avoid being swamped by the disruption of unending turbulence.

The Change Leader's Roadmap: How to Navigate Your Organization's Transformation (The Practicing Organization Development Series)
by Linda Ackerman Anderson, Dean Anderson
In this companion volume to Beyond Change Management, the authors provide you with specific how-to guidance for putting their breakthrough change theory into practice, offering detailed tools, techniques, and step-by-step processes. The Change Leader's Roadmap--part of The Practicing Organization Development Series--provides the most comprehensive guidance available today for building transformational change strategy and designing and implementing successful transformation.  (The editors)

The Change Management Handbook: A Road Map to Corporate Transformation
by Lance A. Berger, Martin J. Sikora (Contributor), Dorothy R. Berger (Contributor)
A practical, action-oriented guide for change agents and managers, showing how to develop the type of flexible organization that achieves long-term success. It lists specific actions to be taken by senior business managers, the people they assign to implement change policies on the line, and the professional advisors they enlist to assist and monitor the change processes. A change map is provided that assembles and integrates all the pieces needed to ensure that an organization remains effective and flexible. Annotation copyright Book News, Inc. Portland, OR

The Change Navigator: Preparing a New Kind of Leader for an Uncharted Tomorrow (Quick Read Series)
by Kurt Hanks
Contains a new process for transforming conventional mindsets. Presented in a light, informative and entertaining format. Paper.

The Dance of Change
by Peter M. Senge, et al
Since its release in 1990, Peter M. Senge's bestselling The Fifth Discipline has converted readers to its innovative business principles of the "learning organization," personal mastery, and systems thinking. Published nearly a decade later, Dance of Change provides a formidable response to businesspeople wondering how to make his programs stick. He outlines potential obstacles (such as initiating transformation, personal fear and anxiety, and measuring the unmeasurable) and proposes ways to turn these obstacles into sources of improvement.

The Human Side of Change: A Practical Guide to Organization Redesign (Jossey-Bass Business & Management Series)
by Timothy J. Galpin, 1996.
Using a pragmatic, how-to approach, Timothy Galpin navigates the human elements of change, covering the process that is organization-wide and strategic and then the change actions that must take place on a day-to-day basis. Includes two workbook-like tools that take readers step by step through an implementation process.  Ingram

The Landscape of Qualitative Research: Theories and Issues (Handbook of Qualitative Research Paperback Edition , Vol. 1)
by Norman K. Denzin (Editor) and Yvonna S. Lincoln (Editor), 1998.

The Second Curve: Managing the Velocity of Change
by J. Ian Morrison
The business world is undergoing a profound revolution as the new millennium inches closer, and one of the best assessments of its implications and possibilities comes from Institute for the Future president Ian Morrison in his The Second Curve: Managing the Velocity of Change. This thoughtful work advances one simple yet striking concept: business leaders must stop focusing on the short-term and start planning for the long run. Making the most of current profits is the first curve in business, Morrison writes; shifts in technology and the marketplace signify the second. Understanding how these critical changes develop and knowing what they mean, he contends, will help business leaders make the necessary leap from one to the other. --This text refers to the Hardcover edition.  Amazon.com

The Transformation Imperative: Achieving Market Dominance Through Radical Change
by Thomas E. Vollman, 1996.
Shows why change initiatives like reengineering, continuous improvement, and employee empowerment, when implemented by themselves, are inadequate without full integration of such programs across an enterprise, and provides tools and a practical framework for analyzing and implementing meaningful change programs. Annotation c. by Book News, Inc., Portland, OR.

Using Qualitative Methods in Organizational Research (Organizational Research Methods)
by Thomas W. Lee, 1998.

What the US Small Business Administration Says about Change Management

Most Popular Change Management Models
from Prosci.com
The new series is based on findings from the 2003 change management benchmarking study. 288 companies from 51 countries shared what is working and what is not. Watch for the release of the complete report in February 2003.

Top reasons for Change Resistance
from Prosci.com
This is based on initial findings from the 2003 Best Practices in Change Management benchmarking study.  This is Prosci's third study in the past six years that investigates best practices in change management.  288 organizations from 51 countries participated in this study.  The full report is expected to be available in mid-February, 2003.

Change management - use of consultants
from Prosci.com
Over one-half of the benchmarking participants used a consultant, as shown in Figure A, representing a similar result from previous studies. In the 2000 study, 55% used consultants.

The Action Lab - Creating A Greenhouse For Organizational Change
By Richard T. Pascale and Anne H. Miller

Another Reason Why Companies Resist Change
By Jay Marshall and Daryl R. Conner

Basic Context for Organizational Change
By Carter McNamara, PhD
It seems like the topic of organizational change has reached evangelical proportions. There's an explosion of literature about the subject and an accompanying explosion in the number of consultants who offer services in this general area. The following information attempts to provide some basic perspective about the concept of organizational change.

Bouncing Back
By Daryl R. Conner
It's a tough and competitive world out there for organizations today. Everywhere you look, major change is occurring. Continuous and overlapping change has become a way of life in the corporate environment.

Breaking The Rules: Removing The Obstacles To Effortless High Performance
By Wright, Kurt // Dunn & Associates
An intuition-based system of management that strengthens teamwork and commitment by modeling the internal style of asking questions practiced by successful visionaries.

Building and Leading the Nimble Organization
By Daryl R. Conner
Today's markets are so chaotic that the only thing we know for sure is that the way we are currently doing business will change-and then change again.

Building Successful Teams in the Midst of Transition
By Thomas W. McKee
Some people seem to thrive on change. How do they do it? How do they manage change in a way that they not only survive, but also excel?

Change and the Academic Library: understanding, managing and coping
By Catherine Edwards and Graham Walton

Change, Change, Change: Lessons From the Field
By Susan M. Heathfield at HumanResource.About.com

Change Has Never Been Easy
By Terry L. Paulson, PhD., CSP, CPAE

Change Leaders: The New Commandments of Change
By  Peter F.
Here's all that's certain about the future: it holds profound and unpredictable change. But as smart CEOs have already learned, that's all you need to know to prepare your company.

Change Management 101: A Primer
By Fred Nickols
The purpose of this paper is to provide a broad overview of the concept of “change management.”

Change management activities for executives       
By Prosci.com
Participants in this benchmarking study recommended five areas more than any other as the key roles and contributions from top-management sponsors.

Change Management in a Human Systems Model: Four System Types
By Alan J. Slobodnik and Deborah Slobodnik
This presentation focuses on the system types component of a human systems change management model. We will begin with a brief review of human systems theory, and the dynamic relationship between the change agent and the target system. We will then introduce our Onion Rings Model and examine each of the four system types—Closed, Random, Open and Synchronous—which comprise its first ring.

Change Management Roles of Executive Sponsors by Project Phase
Senior managers play a critical role in change management, and that role changes depending on the stage of the change initiative.

Change Management: The Paradigm of Pre-Assessment
by Jeff Fleshman Rensselaer Polytechnic Institute-Troy, NY

Change Without Pain
By Eric Abrahamson
Change or perish is a corporate truism, but so is its unhappy corollary: many companies change and perish. The process of change can tear an organization apart. Drawing on his research over ten years, the author suggests that companies alternate major change initiatives with carefully paced periods of smaller, organic change…

The Changing Workplace: How Flexible is Your Company?
By Ellen M. Riccardi
The working world is changing fast. New technologies and realigned work environments are altering the way companies do business and the relationships between workers and their employers.

Communicating with Your Employees During a Crisis       
By Jeffrey R. Caponigro
Case studies, expert advice and more.

Communications - what worked and what didn't       
By Prosci.com
Who should deliver the message and what should it be?

Conductor of a Change Orchestra
By Christine Canabou
Lennart Bjurstrom says he earned his MBA at AIESEC International, a student organization that inspired him to pursue a career in environmental business management. Now he's guiding a merger integration effort that affects change on a global scale.

Constrained Change
Unconstrained Results
By Jeffrey W. Bennett
Re-engineering, once thought to be the savior of the corporate world, has recently come under attack. Much has been written about the failure of business process redesign efforts to produce lasting results. While many have speculated about the reasons behind these failures, a consensus has not yet emerged.

Consultants and Owners CONTROVERSY and REALITY

By Dennis Hoppe
Unless you get the right on-site consultant, you are wasting your time and money. The secrets of relationships with consultants. The selection process.

Do you need a complacency check-up?

By Dennis Hoppe
How complacency, settling for mediocrity, and stagnation can severely damage your company. How to rejuvenate

Due Diligence: Moving Up the Knowledge Value Chain
By James R. Florin
Competitive forces have led many companies to transform themselves via acquisitions, mergers, and divestitures. If your employer is involved in any of these initiatives, or if you work for a closely-held company considering an Initial Public Offering, there may be an opportunity not to be missed to participate in due diligence activities.

The Enduring Skills Of Change Leaders
By Rosabeth Moss Kanter
Hundreds of books and millions of dollars in consulting fees have been devoted to leadership and organizational change.   No issue of the past 15 years has concerned more managers or a wider spectrum of organizations. Yet, for all the attention the subject merits, we see every day that certain kinds of change are simple.

Enterprise Change Management
By Bart Greenwood
Synet’s View of the Enterprise Change Management Process- a distributed technology environment dilemma

The Fad That Forgot People
By Thomas H. Davenport
One of reengineering's creators explains the iron triangle that turned a modest idea into a destructive fad -- and offers advice on how to avoid the next one.

Five Initiatives for Growth
By John Danchisco
An outline of Bayer's successful strategy.

Five Intranet Management Problems You Can Solve With a Change Management System
By David Rowley
Changes in files are necessary and beneficial, but they also have to be controlled. People in a development environment know all about this problem, and have devised a sound way of managing the volume of changes to software files. The discipline of managing, controlling, and automating changes in your files is called software change management.

Five Theories of Change Embedded in Appreciative Inquiry
By Gervase Bushe Ph.D.

Hiring for a New or Created Position
By Dennis Hoppe
The absolute uniqueness of hiring for a new position where there is no incumbent. Why you have to pay special attention to these hires, or lose.

The Importance of Change Management Strategy in SFA Success
By Eric Z. Anderson
Concepts of change management often describe strategies organization's use to keep in synch with the changing environment in their marketplace, insuring that their resources are in alignment with customers and corporate objectives. But change management tactics also play an important role when the focus of change is internal.

An Improvisational Model for Change Management: The Case of Groupware Technologies
By Wanda J. Orlikowski and  J. Debra Hofman

Is There An Offramp To All This Change?
By Terry L. Paulson, PhD., CSP, CPAE

It Doesn't Work (Accountability without Authority)
By Dennis Hoppe
Why you can't hold people accountable for anything without giving them clear and defined authority.

Keep Change on the Right Track
Two corporate veterans give the most common problems that can derail a change effort.

Key change management success factors and obstacles
from Prosci.com
The report captures lessons learned and best practices in the areas of sponsorship, methodology, communication, training, and more.  The report includes the findings from 288 organizations from 51 countries.

Know Your In-House Financial Manager      
By Dennis Hoppe
Why it is to your benefit to maximize your Financial Manager's effectiveness as the purveyor and interpreter of company information.

Leadership/Management
By Dennis Hoppe
How leadership and motivational skills can make or break you. Why YOU need to set the example for them. What the followers really need from you.

Leading Transition: A New Model For Change
By William Bridges and Susan Mitchell
Change is nothing new to leaders, or their constituents. We understand by now that organizations cannot be just endlessly "managed," replicating yesterday's practices to achieve success. Business conditions change and yesterday's assumptions and practices no longer work. There must be innovation, and innovation means change.

Learning for a Change
By Alan M. Webber
Ten years ago, Peter Senge introduced the idea of the "learning organization." Now he says that for big companies to change, we need to stop thinking like mechanics and to start acting like gardeners.

Making Change
By Philip Diehl
The U.S. Mint's Philip Diehl found that overseeing an enterprise wide systems project is no easy task. Especially when you've got a deadline you can't afford to miss.

Managing in a Time of Change: the Innovation Process
By Eleanor Glor

Managing Segment Zero
By Andrew S. Grove
Major change in the competitive landscape can take many forms. It may be the introduction of new technologies, a new regulatory environment, or a sudden shift in customer preferences. But the change usually hits the organization in such a way that those of us in senior management are among the last to notice.

Mastering Change
By Sheldon Laube

Mastering Change - What's the Problem?
By Martha Lasley
Few organizations know how to manage change well. The traditional approach is to focus on the failures, define the problems and fix what’s broken. The problem with this approach is that whatever we put our attention on is what grows.

Mastering Change: Why Organizational Change Fails
By Mark Sanborn, CSP, CPAE
Have you experienced a failed change lately? Been a part of a team or an organization that attempted something different...and failed?

New Perspectives on Meeting Market Needs by Managing Change within Organizations
By Cay Villars

(Non) Decision Making For Owners - 103
By Dennis Hoppe
How only the strong and bold survive, and the procrastinators fail in business. How failing to make timely decisions can kill your company.

Overview of the Change Process
Richard M. DiGeorgio & Associates, Memory jogger for the change process

Owners/Mangers Delegation Program
By Dennis Hoppe
Why you will never improve your quality of life and maximize company effectiveness unless you are willing and trained to delegate. Get the monkey off of your back.

Paving the Way to Profitability          
By Jennifer Laabs          
The HR team at Bayer's Myerstown, Pennsylvania, production facility initiated a "Roadmap for Change" process that ultimately helped the plant become profitable.

People: The Failure in Change - When Will They Ever Learn ?
By David Lyneham-Brown
Outside the realms of corporate management and their consultants it is difficult to find anyone to raise a glass to those tarnished 90's management philosophies of re-engineering and downsizing.

Powerful Communication Skills that Get Results!
by Patti Hathaway, CSP ; In customer service, is it more important to be a good sender of information or receiver?

Prioritizing
By Dennis Hoppe
How winners are able to prioritize and move forward, while others stagnate. The ABC decision process, and the critical importance of timing.

Promoting Without Planning
By Dennis Hoppe
Why "random promoting", picking the best available person from in-house, or promoting because you feel an obligation to a particular person can cost you dearly and show signs of management weakness.

Small Business Information Processing the Critical Missing Link
By Dennis Hoppe
Why computers are useless information generators without a human interpreter. All that money spent on computers to stay in vogue, and then only using 25% of the potential you purchased. One of all businesses most common mistake.

Starting Over

By Dennis Hoppe
Why mentally treating your business as a startup every 6 months, and evaluating every aspect of your business from that zero-base mentality will keep you on the path to success.

Strategic Planning: An Essential Tool for Organizational Success and Growth
By Alisa C. Alt
Without a plan, one is tossed, rather than guided, into the future. Without a vision, a business cannot prosper. For the CPA profession to survive and progress in the years ahead, today’s CPAs need to closely examine their organizations and create a strategic plan to move them forward.

Strategies for Managing Change
By Rebecca Hirschfield, The Hunter Group. Human resources related article on managing change.

Taming the Roller Coaster Ride of ‘Going Public’
By Myrna Hellerman
How to prepare employees for an IPO.

Ten Tips for Taking Criticism
by Patti Hathaway, CSP; tips on feedback and criticism.

The People of Hewlett-Packard v. The Past
By Eric Matson
Why settle for an ordinary meeting when you can stage a trial or a funeral? When the agenda is change, don't tell people, show them.

Twelve Principles For Managing Change

What an Employee Really Costs/Generates
By Dennis Hoppe. The mistake of looking at what an employee costs you rather than focusing on how much revenue they can generate for you if properly used.

Other Reading:

"Resetting the clock: The dynamics of organizational change and failure."
by T. Amburgey, D. Kelly, & W. Barnett in Administrative Science Quarterly, 38: 51-73, 1993.