UPDATE ON DAVID MAYS HOMECOMING WITH JESUS.
A recording of the David Mays Memorial service can be found at Eaglechurch.com in the messages archive.
Here is a direct link to the audio download.
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My Favorite Books on Change
Practically Radical, William C. Taylor, HarperCollins, 2011
Radical ideas and practical suggestions to help leaders transform their companies, shake up their industries, and challenge themselves.
Borrowing Brilliance, David Kord Murray, Gotham Books, 2009
The biggest reason major change efforts fail is a lack of a sense of urgency.
A Sense of Urgency, John P. Kotter, Harvard Business Press, 2008
Murray outlines a six-step process to take the mystery out of creativity and innovation.
Change or Die, Alan Deutschman, Regan, 2007
Three keys to change are to Relate (emotional relationship), Repeat (practice), and Reframe (learn new ways of thinking).
Leading Strategic Change, J. Stewart Black and Hal B. Gregersen, Prentice Hall, 2002
“Lasting success lies in changing individuals first. An organization changes only as far or as fast as its collective individuals change.” “Instead of an organization in approach, we take an individual out approach.”
Deep Change, Robert E. Quinn, Jossey-Bass, 1996
Quinn explores the process of transformation and the development of internally driven leadership.
The Human Side of Change, Timothy Galpin, Jossey Bass, 1996
A pragmatic approach to the “soft” side of change management based on teams. Organizations don’t change people - people change organizations.
Leading Change, John P. Kotter, Harvard Business School Press, 1996
An eight-stage process of creating major change.
Why Change Doesn’t Work, Harvey Robbins and Michael Finley, Peterson’s, 1996
One of the benefits of this book: “Your odds of surviving life in the blender should improve. The blender won’t slow down, but you will get very good at dodging the blades.”
Better Change, Price Waterhouse Change Integration Team, Irwin Professional Publishing, 1995 Nine basic steps to change.
Leading Change, James O’Toole, Jossey-Bass Publishers, 1995
O’Toole insists on the necessity of “moral, values-based” leadership. The first half studies leaders, the second half, followers. Great list of reasons why people resist change.
Managing at the Speed of Change, Daryl R. Conner, Villard Books, 1993
Studies the patterns of change and principles of resilience needed to reach the organization’s optimum speed of transition.
Managing Transitions, William Bridges, Addison-Wesley, 1991
Helping people cope with change