Cover image for The change monster : the human forces that fuel or foil corporate transformation and change
The change monster : the human forces that fuel or foil corporate transformation and change
Duck, Jeanie Daniel.
Personal Author:
First edition.
Publication Information:
New York : Crown Business, [2001]

Physical Description:
xvii, 286 pages : illustrations ; 25 cm
General Note:
Includes index.
Subject Term:
Format :


Call Number
Material Type
Home Location
Item Holds
HD58.8 .D833 2001 Adult Non-Fiction Non-Fiction Area

On Order



Discusses the human issues involved in the five stages of change--stagnation, anticipation, implementation, determination, and fruition--and examines the social, emotional, and behaviorial reactions of the people concerned.

Author Notes

Jeanie Daniel Duck is senior vice president of The Boston Consulting Group

Reviews 2

Booklist Review

Change is now a constant topic, and it has been represented by many different metaphors. Change is cheese, it is five frogs on a log, it is a rampaging river. For Duck, a senior vice-president at Boston Consulting Group, change is now a monster, but in a seminal article she wrote for the Harvard Business Review in 1993, she likened managing change to balancing a mobile. Regardless, she warns that corporate transformations fail not because of operational tasks or systems but because of emotional factors and social issues. The unpredictable "human issues that swirl around change" constitute the "change monster." To understand and control the monster, Duck devised the "change curve" to represent the five phases of change: stagnation, preparation, implementation, determination, and fruition. Duck explains that each company's experience along the curve will vary; the phases, though, will always remain the same. She then uses two examples, one real (Honeywell) and one mythical, to illustrate successes and difficulties in negotiating the curve. --David Rouse

Publisher's Weekly Review

Although the concept of managing the implementation of major changes in business has existed for at least two decades, Duck contends that senior management often overlooks or underestimates the emotional impact of fundamental changes such as mergers, reengineering and strategic initiatives on employees. While "emotional data" (e.g., fear of job elimination, the sense that senior management doesn't know what it's doing) may not be easy to define, it's as critical to executing strategic change as financial data. In her work as a senior vice-president of the Boston Consulting Group, Duck came to the conclusion that while every company's experience with strategic change is unique, each will go through the same five phases of a model she calls the "change curve" (stagnation, preparation, implementation, determination and fruition). Understanding these components is what makes the difference between success and failure, she contends, offering countless anecdotes to support her claim. She stresses that leaders must help "institutionalize the proclivity for change," which, she maintains, can be "their most important legacy." Eschewing a formal business tone (she assumes her audience knows how to execute strategy), Duck frames her argument well, and even includes elements from her personal life to explain the emotional components of change. While the ultimate responsibility for managing change lies with those with the most authority, her message is pertinent to managers at all levels. Refreshing and to the point, Duck offers corporate leaders uncommon business advice in this evolving age of bricks, clicks and bricks-and-clicks. (May 1) (c) Copyright PWxyz, LLC. All rights reserved

Table of Contents

Prefacep. xi
Part 1 The Change Monster: The Human and Emotional Elements of Change
1 Battling the Monster: The Need to Think and Behave Differentlyp. 3
2 A Short Tour of the Change Curve: A Map for the Territory of Changep. 15
Part 2 Stagnation: The Monster in Hibernation
3 Demoralization and Denial: When What You Know Isn't Sop. 39
4 Recognizing and Diagnosing the Condition: Helping People See the Truthp. 57
Part 3 Preparation: The Monster Awakes
5 Gaining Alignment: Anxiety About the Futurep. 91
6 Is Everybody Ready? When Emotions Become a Roller Coasterp. 123
7 Building an Appetite for Change: Moving to Productive Actionp. 133
Part 4 Implementation: The Monster Stomps Out of Its Hiding Place
8 Plunging In: Time to Start Walking the Talkp. 151
9 Broadening the Involvement: Building Bench Strength and Leadershipp. 167
10 Keep Talking: Formal and Informal Networks of Communicationp. 185
Part 5 Determination: When the Monster Rules the Hallways
11 The Land In-Between: Asking the Hard Questions About the Organization and Its Futurep. 197
12 The Leaders' Behavior: The Importance of Sustaining Energyp. 207
13 The Followers' Experience: Getting People Involved in the Issuesp. 217
14 The Importance of Commitment and Values: Developing New Ways of Thinking and Actingp. 229
Part 6 Fruition: The Monster is Subdued, at Least for Now
15 Sweet and Dangerous Fruition: Reinforcing the Goodp. 253
16 When the Old Becomes New Again: Continuous Changep. 265
Acknowledgmentsp. 277
Indexp. 281