Cover image for Making change happen one person at a time : assessing change capacity within your organization
Making change happen one person at a time : assessing change capacity within your organization
Bishop, Charles H., Ph. D.
Personal Author:
Publication Information:
New York : AMACOM, [2001]

Physical Description:
xxv, 260 pages : illustrations ; 24 cm
Format :


Call Number
Material Type
Home Location
Item Holds
HD58.8 .B527 2001 Adult Non-Fiction Central Closed Stacks

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A guide to change management based on the principle that change happens one person at a time. It shows how to identify and develop people according to their potential; from the A player - those who like to take charge, to the D player - those who resist change so that it may be best to let them go.

Reviews 1

Booklist Review

Overcoming resistance to change is a frequent topic in management literature, but writers tend to overlook the fact that people deal with change in different ways. Bishop, president of the consulting firm of Chicago Change Partners, has been a senior human resources executive at several major companies. He addresses head-on the varying ways in which individuals respond to and cope with change, identifying four categories of personal change capacity: those individuals who thrive on change, those who are happy to provide support and willing to accept some new challenges, those who perform well but are uncomfortable with change, and those "whose resistance to change is so strong that the company may be better off without them!" He describes five factors that must be considered in assessing an individual's capacity to change, advises on creating a profile for each individual, and shows how to determine overall group capacity for change and analyze weak links. Bishop also recommends the creation of a development and coaching plan and defines the roles of leaders at all levels of an organization. --David Rouse

Table of Contents

Preface: A Process for Making Change Happenp. ix
Acknowledgmentsp. xxiii
Introduction: Assessing the Personal Change Capacity of Your Peoplep. 1
Part 1 The Assessment Process
1 Evaluating Five Factorsp. 21
2 Spotlighting the Two Key Measures of Change Response and Versatilityp. 36
3 Creating Profilesp. 55
4 Identifying Group Change Capacityp. 73
5 Analyzing Weak Linksp. 86
6 Drawing the Roadmapp. 103
Part 2 Creating a Development and Coaching Plan
7 Setting the Stage for Successful, Change-Focused Developmentp. 127
8 Providing Feedback That Facilitates Change Agendasp. 141
9 Choosing the Development Options That Best Suit the Individualp. 157
10 Implementing Change-Focused Coaching Techniquesp. 175
Part 3 Organizational Readiness, Individual Action
11 Assessing the Organization's Capacity to Support and Facilitate Changep. 193
12 How Leaders at All Levels Can Make Change Happenp. 216
Epilogue: Change Begins One Person at a Time ... But It Adds Upp. 235
Notesp. 243
Further Readingsp. 249
Indexp. 251