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The Change Monster: The Human Forces that Fuel or Foil Corporate Transformation and Change Paperback – August 13, 2002

by Jeanie Daniel Duck (Author)

4.1 62 ratings

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A Powerful Look at Corporate Change and Why Mergers, Reorganizations, and Transformations Succeed or Fail

“[One of the] best business books of 2001 . . . [a] useful and intelligent tool for coping with the inevitable metamorphoses of business (and life).” —Miami Herald

“Provocative imagery . . . useful questions for managers to ask themselves.” —Harvard Business Review

“The Change Monster not only talks intelligently about the social dynamics and emotions of people [in change efforts], it does so with wisdom, insight, and practicality.”—Daniel Leemon, executive vice president and chief strategy officer, Charles Schwab Corporation

“A practitioner’s primer on revitalization that puts you in the shoes of some who have failed and others who have succeeded. In doing so, Jeanie Daniel Duck graphically delivers her main message to management: Learn to master the emotions and obsessions of those who stand in the way of change, including your own, and once you do, you have your hands on a miraculous engine for change.” —Michael Useem, professor of management and director of the Center for Leadership and Change at the Wharton School, University of Pennsylvania, and author of The Leadership Moment and Leading Up

“Duck is an acute and empathetic observer of the changes erupting in the workplace from the convulsive nature of corporate evolution. . . . Jeanie Duck’s terrific book is a . . . useful and intelligent tool for coping with the inevitable metamorphoses of business (and life). Sensitive but tough, Duck’s compassionate wisdom is street smart without a trace of glibness.” —Miami Herald

Editorial Reviews

Review

“Since any change effort--from merger to corporate reorganization--inevitably involves people, it’s hard to believe that no book has ever addressed this issue head-on. The Change Monster is all about the ‘hard part’ of strategy--getting the organization to internalize, commit to, and follow through with change. As Jeanie Duck well knows, even organizations that know they need to change often can’t get up the head of steam needed. The Change Monster not only talks intelligently about the social dynamics and emotions of people, it does so with wisdom, insight, and practicality. With Jeanie Duck’s book, managers now have a creative, powerful tool for understanding and dealing with this crucial subject.”
-- Daniel Leemon, executive vice president and chief strategy officer, The Charles Schwab Corporation

“Where else can you explore companies like Sisyphus Systems and FastMovingGoods or learn why Ennui International is mired in the past and Worldwide Frenzy is going nowhere fast? With scores of such tales from the consultant's trenches, Jeanie Duck offers a practitioner’s primer on revitalization. She puts you in the shoes of some who have failed and others who have succeeded, and in doing so graphically delivers her main message to management: Learn to master the emotions and obsessions of those who stand in the way of change, including your own, and once you do, you have your hands on a miraculous engine for change.”
-- Michael Useem, professor of management and director of the Center for Leadership and Change at the Wharton School, University of Pennsylvania, and author of The Leadership Moment

From the Back Cover

A Powerful Look at Corporate Change and Why Mergers, Reorganizations, and Transformations Succeed or Fail

“[One of the] best business books of 2001 . . . [a] useful and intelligent tool for coping with the inevitable metamorphoses of business (and life).” —Miami Herald

“Provocative imagery . . . useful questions for managers to ask themselves.” —Harvard Business Review

“The Change Monster not only talks intelligently about the social dynamics and emotions of people [in change efforts], it does so with wisdom, insight, and practicality.”—Daniel Leemon, executive vice president and chief strategy officer, Charles Schwab Corporation

“A practitioner’s primer on revitalization that puts you in the shoes of some who have failed and others who have succeeded. In doing so, Jeanie Daniel Duck graphically delivers her main message to management: Learn to master the emotions and obsessions of those who stand in the way of change, including your own, and once you do, you have your hands on a miraculous engine for change.” —Michael Useem, professor of management and director of the Center for Leadership and Change at the Wharton School, University of Pennsylvania, and author of The Leadership Moment and Leading Up

“Duck is an acute and empathetic observer of the changes erupting in the workplace from the convulsive nature of corporate evolution. . . . Jeanie Duck’s terrific book is a . . . useful and intelligent tool for coping with the inevitable metamorphoses of business (and life). Sensitive but tough, Duck’s compassionate wisdom is street smart without a trace of glibness.” —Miami Herald

Product details

Publisher ‏ : ‎ Crown; Reprint edition (August 13, 2002)
Language ‏ : ‎ English
Paperback ‏ : ‎ 304 pages
ISBN-10 ‏ : ‎ 0609808818
ISBN-13 ‏ : ‎ 978-0609808818
Item Weight ‏ : ‎ 8 ounces
Dimensions ‏ : ‎ 5.19 x 0.69 x 8 inches

Best Sellers Rank: #644,464 in Books (See Top 100 in Books)
- #186 in Organizational Change (Books)
- #518 in Statistics (Books)
- #583 in Business & Organizational Learning

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4.1 62 ratings

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Robert Wickman
Excellent Resource for Understanding How People Struggle Through Change Initiatives
Reviewed in the United States on June 22, 2012
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Note for Kindle owners: the book has several great graphical representations that do not show well in the Kindle version. On my Kindle DX they were illegible. I had to buy a used hard copy to be able to read them.

Let me start off simple: I genuinely enjoyed reading The Change Monster. Ok, now that we have that out there, please allow me to explain. Jeanie's book is vastly different from the other books on change management I have read so far. The Change Monster is not a how-to, step-by-step manual on how to slam home a win for any company undergoing change. It's more of a memoir of the good, bad, and ugly side of change she faced while living as a change consultant for the Boston Consulting Group (BCG).

Thankfully, it's a much more than a memoir. The second half of the title tells you exactly what it is about: the human forces that fuel or foil corporate transformation and change. It's about the people side of change, not the Gantt Chart side of change management. If what you seek is a flow chart, put the book down and look elsewhere.

In The Change Monster, the author shares her five-step process flow with us as both a foundation and roadmap for her methodology. She calls it "The Change Curve" which, coincidentally, is the outline for the book. The phases are: Stagnation, Preparation, Implementation, Determination, and finally Fruition. Anyone who has participated in a major transformation will easily understand and appreciate her terms. Each phase is clearly described, with multiple examples of people (remember, it's about the people) in companies struggling well, and not so well, move forward, stall, go backwards, survive, or quit altogether and revert to their old systems.

I perceived no arrogance on the part of the author and found her to be humble in her storytelling - she shares much about her failures and missteps. I have never met Jeanie Duck, but after reading her book I imagine she's a great person, someone I'd certainly like to know. She seems very personable, professional, and interesting. Not sure if my perception is accurate, but that's how she comes across in the book.

In addition, at no point did I perceive this to be plug for BCG services. In fact, throughout the book I thought she was extremely generous in her ideas, strategies, and tips for how to work with people through the change process. She gives a lot of insight away that anyone could test in their business; the book is jam-packed with great lessons she learned over the years.

Regarding change, some make it. Most do not. The consensus is that ERP/CRM change initiatives have a 70-80% failure rate. Even when you hire a BCG, McKinsey, IBM, etc. Insane, right? And yet we still trudge forward in our need to stay ahead (or catch up) to our competition. So if we know we must constantly move forward AND we know that our chances of success are really low, isn't the best strategy to learn from others mistakes and not make the same ones? That's wisdom. This book has a lot of it. Read The Change Monster if you want a higher chance of success in your initiative. Couple it with other great resources, including Jeff Hiatt's book ADKAR (they map well together), and you will have a strong understanding about the people side of change. Highly recommended!

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NEM
Practical model for planning and leading change. Effectively addresses ...
Reviewed in the United States on November 9, 2015
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Practical model for planning and leading change. Effectively addresses factors often overlooked in change until resistance is overtaking successful implementation.

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2 people found this helpful

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Amazon Customer
Practical Advice
Reviewed in the United States on June 11, 2017
Verified Purchase
Jeanie's dissected testimonials provide a straightforward game board map that can be easily identified in one's own enviornment. Her nuggets of practical advice are useful tools to anticipate and prepare strategies for guiding our teams through the change monster's turbulent waters.

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Seth Labadie
Good advice but plodding
Reviewed in the United States on February 15, 2003
I disagree with some of the other reviewers who say that the book is a good read. I felt that I didn't know where the book was going a lot of the time. When all was said and done, I was glad to be finished (sometimes I really had to push myself to keep going), but I did learn a lot about change management.

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clvoigt
Great book and easy to read
Reviewed in the United States on February 25, 2008
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This book is great! It is easy to read and understand. It really helps you with the changes you might need to make in your organization and figure out why people act the way they do. This will prepare you for these reactions and how to handle them.

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John
God buy
Reviewed in the United States on June 9, 2019
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Needed for school

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Donald Mitchell
War Stories and a Process for Change from a Standing Start
Reviewed in the United States on July 30, 2001
Whenever I ask executives about what their biggest problem is, they always say that it is getting the people in their organization to change. The executive rarely sees a need to change her or him self. This perception of the situation is at the foundation of every change problem I have ever seen in my career.
This slanted perspective usually reflects having a lousy idea for what needs to be changed that is being legitimately resisted, a poor understanding of how to communicate about change, and a one-sided view of who should benefit from any change (usually the executive).
In The Change Monster, Ms. Duck addresses the communication issues directly, the one-sided view of who should benefit indirectly, and pays not enough attention to what the idea for change should be.
The book opens with the perspective of organizations that have to change . . . or else because they have just been taken over, taken someone else over, or won't be around if they don't change. Those situations create the potential for a burning platform to get everyone's attention.
Relatively little is said about getting attention when the wolf isn't so near the door, except to cite Dr. Grove's advice, "Only the paranoid survive." That's the hard part. I hope the author will spend more time on that point in future books.
The book describes a new taxonomy for evaluating where you are in the change process: Stagnation (essentially stuck in a rut that isn't working); Preparation (getting people ready for making an important change); Implementation (figuring out and announcing the details of what to do); Determination (actually carrying through on the plans and new commitments); and Fruition (using the new success to strengthen the foundations of future progress). The author does a good job of pointing out that people and parts of the organization can be at all of these steps at exactly the same moment in time. The leaders need to know where people are, help people know where they are, and encourage progress to the next step.
For most people, the key benefit of this book will be in realizing what the important communications challenges are after everyone has been given their new assignments. Many executives will want to drop working on change at that point, and instead drop the ball on the process. You simply cannot communicate too much after the marching orders start to be developed, beginning with asking lots of questions and listening. The emotional commitment has yet to have been made by most in the organization, and you can get counter-reactions instead of support very easily.
For others, the key benefit will be the excellent descriptions of the kinds of emotions that are often felt at the various moments and stages in the process, and how these emotions can be constructively addressed.
I enjoyed the two extended case histories from Ms. Duck's practice that form the bulk of the book. One involves turning around a fading industry leader that was part of Honeywell, and the other is a consolidation of the research-and-development operations of two merging pharmaceutical companies. The first example is more often on the right path, and the latter is more often not. Good lessons are pentiful in both cases about the messiness and nasty surprises of change that will be helpful to those who haven't been through these major transformations before.
Many people will dislike the examples in the book because the clients are off doing the wrong thing all the time except when rescued by the consultants. I'm a little uncomfortable with a book that relies on case histories with so much intensive consulting involvement as really being a management book.
Most significantly, you can simply put the wrong change in place . . . or at least one that isn't as good as a readily available alternative. This book focuses so little on that issue that I fear it will be overlooked by those reading this material. In that event, the myopic executive who see the problem of change as "my people won't change" will simply be able to use consultants in new ways to "bribe and cajole my people to change in the ways I like." I fear that solution often won't solve the problem.
I admire Ms. Duck's candor about her personal life and her consulting experiences. She's got what it takes to hang in there!
After you finish reading this book, I suggest that you think about where you have agreed with others to make a change that isn't occurring. Could it be that you haven't brought other people along with information and emotional reasons to support the change?
Find ways for your organization to be the best it can be!

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Dr. David Arelette
Good start, Poor End
Reviewed in the United States on June 3, 2001
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First, this book lists all the author's successes in great detail, but wants to only provide wooly and rather meaningless references to her failures or those clients who are hopeless. Where is the point in that - how can we learn from faults and her insights on poor strategies that we cannot cross reference to our own experience of these firms.
Second, the first 40 or so pages are good - stagnation area is very good - but the rest is her successes without much value being added to the reader looking for wisdom.

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