Viral Change
Product Description
Most conventional ‘change management’ programmes fail. This is mainly due to the fact that they are often based on wrong assumptions such as: . When we change the process/system, people will change their behaviour . Changes need to come from the top and filter down . Big changes need big actions . Cultural change is a painful, long-term process with no short-term results Viral Change(TM) provides a completely different framework for change. It is based on recent ‘discoveries’ across disciplines such as network and behavioural sciences. It shows how a combination of the right language and frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of ‘tipping points’, creates lasting cultural change in organisations. Unlike conventional methods of change management, Viral Change(TM) is faster, far more effective, potentially more inclusive and certainly long lasting. Since change is constantly present in any organisation, this book will appeal to people at different levels of management or leadership, who want to reshape their culture through the power of internal social networks and aim at greater organisational effectiveness in day-to-day organisational life (not just during change initiatives).
Buy Viral Change at Amazon
Buy Viral Change at Amazon
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Reviewed by Cherie Fisher for Reader Views (6/07)
So many large corporations spend millions of dollars on programs that they think will create positive change in their organization. As the change vehicle gets bogged down in committees and long-term commitments and strategies, the originals goals are often lost. Leandro Herrero’s approach in “Viral Change” is completely different. This well-written, easy-to-follow book will teach you how to create lasting change in the corporate world. The author, a psychiatrist, debunks many myths about creating change in the corporate structure and outlines the process in very simple and straightforward steps.
The author begins the book by getting you to think about your position on fifteen assumptions. These are: Big changes requires big actions, only change at the top can ensure change within the organization, people are resistant to change, cultural change is a slow and painful long-term affair, everybody needs to be involved in the change, communication and training are the vital components of change, new processes and systems create the new necessary behaviors, people are rational and will react to logical and rational requests for change, there is no point in creating change in one division without the rest of the company participating, skeptical people and enemies of change need to be sidelined, vision for change needs to come from the top and cascade down, after change, you need a period of stability and consolidation, short-term wins are tactical, but they do not usually represent real change, there will always be casualties – people not accepting change – and you need to identify and deal with them and people used to not complying with norms will be even worse at accepting change. These same assumptions are revisited at the end of the book with very different outcomes when using viral change principles.
The bottom line in “Viral Change” is that change does not have to be a long, drawn-out and painful process. It can happen very quickly by using small, incremental steps. And it does not have to have the buy-in of all the “top brass” and committees. One person, not necessarily at the top, can effect positive change by using this process. Large corporations, for-profit and not-for- profit, often get in trouble because they become inflexible and unable to change quickly to meet the increasing demands in their industries. It does not have to be this way and Leandro Herrero proves that in this insightful book “Viral Change.”
Herrero’s work offers a define alternative to the big bang org change approach, but he does tend to make it easier than it looks. I think I will need to read it a couple of times before I would attempt it in a real organizational change environment.
The book is a bit repetitive and could have been written with perhaps a 100 less pages. Also, those areas where the processes to be applied are a bit too brief.
Despite these short comings, the book is an excellent resource for managers or consultants wanting to drive change. The idea (applying VC) just needs to get some runs on the board to achieve an appropriate level of professional believability