Change Is Like a Slinky: 30 Strategies for Promoting and Surviving Change in Your Organization

Frankly, until reading this book, I was unaware of any similarities between change and a toy which I have purchased in substantial quantities for my own children and grandchildren as well as for countless others. In fact, as Finzel points out, there are quite a few similarities between them but it would be a disservice to both Finzel and to his book to reveal those similarities in this brief commentary. (Please see page 19.) It would also be a disservice to suggest that Finzel's clever use of the Slinky as a metaphor is essentially all that his book offers. On the contrary, he provides a remarkably eloquent as well as informative analysis of the nature of change itself and the most common barriers, then suggests specific strategies and tactics which can help to overcome those barriers.I especially appreciate Finzel's use of two devices by which to help his reader absorb and digest the material, then take appropriate action: "What's the Point?" which summarizes the most important points in each of the 30 chapters, and, "Takeaways" (also at the end of each chapter) which assists effective implementation by the reader of those points. Finzel sees the change process as consisting of several phases. For example:Phase One: Accept the Need for Change"Hugely successful and always profitable Southwest Airlines prides itself on three company characteristics: [all in italics] nimble, quick, and opportunistic...Whenever possible, Southwest flies in the face of bureaucracy -- it stays lean, thinks small, keeps it simple...and more."Phase Three: Anticipate Your Adversaries and Allies"Forget about the `obvious' benefits when planning your strategy. Assume that everyone but you will absolutely hate your plan, at least initially...When we listen to our opponents, we can learn two things. First, we can recognize the flaws in our ideas...The second thing we learn from resisters is the hidden psychological barriers we have to overcome among members of the group."Phase Six: Align Your Team as You Stay the Course of Change"Trust is a nonnegotiable in the world of change. Kill trust and there is no hope for progress until you get it back. Change usually breeds doubt and lack of trust among people in an organization. Without a conscious effort to build trust and maintain trust, all your efforts will fail."What we have here is immensely practical advice for those who are determined to achieve not only specific change(s) but also to establish and then nourish an organizational environment within which everyone involved recognizes and then reacts effectively to change, seeing it not as a peril but as an opportunity.

Collins, in his book Good to Great, argues that only those organizations that had "Level 5" leaders made the change from good to great. Granted, there were a bunch of other variables that had to exist to make the final cut of those companies that went from good to great, but they all had Level 5 leaders. Finzel's latest book addresses those leaders who want to be Level 5 leaders. One of the traitis that Collins' team discovered was the idea of "servant" leadership. This notion, not surprisinlgy, is a biblical concept that goes to to the heartbeat of who a leaders really is. This is not something taught in MBA school. The MBA schools have produced crook after crook; they have not seriously addressed (except in only a cursory way) servant leadership.Finzel's book paints the picture of what a servant-leader looks like. No organization can tranistion from good to great without key leaders demonstrating & promoting servant-leadership. Period.

As a pastor and D.Min candidate I have found this book to be an incredible tool for bringing about change in the church. Each chapter builds on the previous and leads you through the pros and pitfalls of being a change agent. I have taken a class by Hans Finzel and I recommend you taking a look at his other books as well. This author comes with my highest recommendation.

Finzel does a suberb job of putting together in one volume the dynamics necessary to facilitate change in any orgainization. Using the illustration of the slinky he masterfully illustrates in six stages how to move your organization forward without destroying it. A must read if you a seeking to lead your organization, profit or non-profit through lasting change.

I was looking for a book that I could use to teach change dynamics in organizations. Finzel does an excellent job of taking the mounds of material available on organizational change and writing it in a popular style. The book is thorough, revealing six stages of change that are basic to every change process in an organization be it government, business, or non-profit. He creatively tells the story of the popular Slinky toy spring as he reveals 30 strategies that anyone in an organization can use to bring about change. Well worth the price, the book can be used easily as the foundation for a worskshop or seminar leading people through the dynamics of change.