Viral change to inject sustainable solutions into organizations worldwide

London, UK (PRLeap) November 19th, 2006 – It is common knowledge that most conventional ‘change management’ programmes fail. One of the reasons is that the focus is usually on processes and systems, coupled with the assumption that these will automatically lead to a change in people’s behaviours. However, people often continue to do things like before, and so the change has failed. The author departs from the premise that there is no lasting change unless it is true behavioural change. He reveals the clue that behavioural change must be moved up and happen first – not as a result of other changes! ‘Viral Change’ will reveal how to do exactly this.

The book also makes quick work of the old-fashioned organizational concept that changes are initiated at the top and percolate through the management system (the book calls this ‘the plumbing system’). In most cases what people witness in this way of change management is a slow, painful and unsuccessful process, generating a great deal of cynicism, making future waves of change even more difficult.

‘Viral Change’ provides a completely different framework that is based on recent ‘discoveries’ across disciplines such as network and behavioural sciences. Unlike conventional methods of change management, viral change is faster, far more effective, potentially more inclusive and certainly long lasting. In ‘Viral Change’, the author shows how a combination of the right language and ‘frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of ‘tipping points’, creates lasting cultural change in organizations.

The book is written (and will be revealing) for all leaders in any organization, – both business and non-profit - and for supporting and business partner functions such as HR, organizational development or change management agents. It brings the language and methods of a socio-behavioural approach developed by the author, poured into a comprehensible, practical and actionable framework called ‘Viral Change’. Since change is constantly present in any organization, the book is a companion for all managers and leaders in day-to-day organizational life and not just for those directly embarked upon initiatives labelled ‘change management’. It will appeal to any reader who is interested in how organizations are rapidly evolving today and how understanding internal social networks is changing the way we should lead and manage.

‘Viral Change’ is simply THE ultimate and unique handbook on how to create sustainable change in organizations.

Leandro Herrero was a practicing psychiatrist for many years before holding senior leadership positions in top league business organizations. He currently leads The Chalfont Project Ltd: an international consulting group of organizational architects. Leandro Herrero has personally led multiple organizational and cultural changes by applying the Viral Change way, the socio-behavioural approach described in this book. His previous books include The Leader with Seven Faces, also published by Meetingminds.

‘Viral Change’ (ISBN 1-905776-01-2, 325p, £19.95/$29.95) will be published in December 2006, but is available to pre-order at www.meetingminds.com, www.amazon.co.uk and www.barnesandnoble.com