The Change Champion's Field Guide: Strategies and Tools for Leading Change in Your Organization / Edition 2 available in Paperback, eBook
The Change Champion's Field Guide: Strategies and Tools for Leading Change in Your Organization / Edition 2
- ISBN-10:
- 1118136268
- ISBN-13:
- 9781118136263
- Pub. Date:
- 07/22/2013
- Publisher:
- Wiley
The Change Champion's Field Guide: Strategies and Tools for Leading Change in Your Organization / Edition 2
Buy New
$98.00Buy Used
$74.56-
PICK UP IN STORE
Your local store may have stock of this item.
Available within 2 business hours
-
SHIP THIS ITEM
Temporarily Out of Stock Online
Please check back later for updated availability.
Overview
- Key elements of leading successful and results-driven change
- Tools, models, instruments, and strategies for leading change
- Critical success and failure factors
- Trends and research on innovation, change, and leadership
- Guidelines on how to design, implement, and evaluate change and leadership initiatives
- Fresh case studies that highlight leading companies who are implementing successful change in innovative and inspired ways.
Product Details
| ISBN-13: | 9781118136263 |
|---|---|
| Publisher: | Wiley |
| Publication date: | 07/22/2013 |
| Edition description: | 2nd Revised ed. |
| Pages: | 832 |
| Product dimensions: | 9.10(w) x 7.00(h) x 2.30(d) |
About the Author
Roland Sullivan is one of the original 100 change agents. Mentored by Bennis, he has led change efforts with more than 1,000 organizations in 30 countries and taught in over 14 universities, including the most recognized change program in the world, Pepperdine University.
Marshall Goldsmith is widely recognized as one of the world's foremost authorities in helping leaders achieve positive, measurable change in behavior for themselves, their people, and their teams.
Dave Ulrich has been ranked by Business Week as the #1 management educator. He has also been listed in Forbes as one of the "world's top five" business coaches.
Norm Smallwood is president and co-founder of Results-Based Leadership, Inc. and is a recognized authority in developing businesses and their leaders to deliver results and increase value.
Read an Excerpt
Table of Contents
List of Figures, Tables, and Exhibits xiAcknowledgments xvii
Who Should Read This Book? xix
About This Book xxiii
How to Use This Book xxv
Introduction by the Editors xxix
Foreword by W. Warner Burke xxxiii
Part One Transformational and Large-Scale Change
Chapter One Driving Change Through Career Models: An Operating System for Integrated Talent Management 3 David G. White, Jr.
Chapter Two Driving Cultural Transformation During Large-Scale Change 29 Wendy L. Heckelman, with Christina Garofano and Sheryl Unger
Chapter Three Leveraging Musical Experiential Learning for Organizational Impact 38 Paul Kwiecinski
Chapter Four Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management 51 William Q. Judge and R. Steven Terrell
Chapter Five Practice Positive Deviance for Extraordinary Social and Organizational Change 73 Jerry Sternin
Chapter Six Restoring Hope During Times of Mistrust 95 Mary Eggers and Lorri Johnson
Chapter Seven The Borderless Organization: Its Time Has Come 107 Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi
Chapter Eight The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point 120 Barry Oshry
Chapter Nine Words Matter: Build the Appreciative Capacity of Organizations 131 David Bright and David Cooperrider
Chapter Ten Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come 148 Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson
Chapter Eleven Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change 178 Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi
Part Two Fundamentals of Leading Change
Chapter Twelve Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding 205 Jodi Knox McGinnis
Chapter Thirteen Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? 221 Lawrence Susskind
Chapter Fourteen Change Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches 236 Marshall Goldsmith, Howard Morgan, and Marc Effron
Chapter Fifteen Change Through Smart-Mob Organizing: Using Peer-by-Peer Practices to Transform Organizations 246 Liz Guthridge
Chapter Sixteen Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? 267 Ralph Jacobson
Chapter Seventeen How Nature Innovates: The Competitive Edge for Organizations 286 George Land and Greg Zlevor
Chapter Eighteen Liberating Structures: A Pattern Language for Engagement 300 Lisa Kimball
Chapter Nineteen Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity 314 Scott W. Ventrella
Chapter Twenty Meetings: Will You Choose Contentment or Greatness? 328 Dick Axelrod and Emily Axelrod
Chapter Twenty-One My Life on the Learning Curve 338 Marvin Weisbord
Chapter Twenty-Two Open Space Technology—And Beyond 347 Harrison Owen
Chapter Twenty-Three Rethinking Scale in Organizational Change 357 David Sibbet
Chapter Twenty-Four Ten Principles for Changing the World One Meeting at a Time 372 Marvin Weisbord and Sandra Janoff
Chapter Twenty-Five The Philosophic Change Champion: Philosophy in a New Era (Work in Progress) 385 Peter Koestenbaum
Chapter Twenty-Six Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning 428 Steve Barnett
Chapter Twenty-Seven Value Diversity and Inclusion: Leveraging Differences for Bottom-Line Success 445 Judith H. Katz
Part Three Transformational Leadership and Sustaining Results
Chapter Twenty-Eight Changing Organizational Culture Through Clear Leadership 463 Gervase R. Bushe and James O’Malley
Chapter Twenty-Nine Crucial Conversations, Transformational Moments, and Real Organizational Change 480 Larry Peters and Joseph Grenny
Chapter Thirty Develop Leaders Who Build Market Value: The Right Results, The Right Way 494 Norm Smallwood and Dave Ulrich
Chapter Thirty-One Developing Organization Change Champions Throughout the Organization 513 D.D. Warrick
Chapter Thirty-Two Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” 531 Harvey A. Hornstein and Eric C. Marcus
Chapter Thirty-Three Keep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture 541 Ivy Ross and David Kuehler
Chapter Thirty-Four Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values 558 William J. Rothwell
Chapter Thirty-Five Managing Organizational Emotional Alignment for Exceptional Business Performance Results 573 Deborah Rozman and Doc Childre
Chapter Thirty-Six The Role of Leadership in the Management of Organizational Transformation and Learning 595 Edgar H. Schein
Chapter Thirty-Seven You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs 603 John Sullivan
Part Four Case Studies of Change Methods in Action
Chapter Thirty-Eight Case Study 1: Action Learning in Action: Crack the Code at Bank of America 629 Eryn O’Brien and Steve R. Terrell
*Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-Seven
Chapter Thirty-Nine Case Study 2: Appreciative Inquiry in Action: Telefonica 646 Ilma Barros and David Bright *Associated with Chapter Nine
Chapter Forty Case Study 3: Culture Change in Action: Twelve Months Without Buy-In 649 Mark Samuel *Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-Three
Chapter Forty-One Case Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics 672 Laurence Smith *Associated with Chapter Thirty
Chapter Forty-Two Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation 682 Matt Robbins and Sibyl Cryer *Associated with Chapter Thirty-Five
Chapter Forty-Three Case Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University 689 Christine Koehler and Christopher Schoch *Associated with Chapter Twenty-Two
Chapter Forty-Four Case Study 7: Transformational Change Moments in Action: South Texas Project 697 VitalSmarts, LLC *Associated with Chapter Twenty-Nine
Chapter Forty-Five Case Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and at BBC News 701 Greg Page and Julie Beedon *Associated with Chapter Ten
References and Suggested Readings 707
Name Index 729
Subject Index 735
About the Contributors 763
About Best Practice Institute 791
What People are Saying About This
"This fieldguide is for all change champions who are learning about, seeking to, or who are in the midst of leading social or organizational change...The purpose of this fieldguide is to provide you with all of the necessary elements to implement a best practice change or leadership development initiative within your organization or social system. Contributors in this book are widely recognized as among the best in organizational change and leadership development. They provide invaluable lessons in succeeding during crisis or growth modes and economies"
"I found the Fieldguide to be intellectually exciting and emotionally inspiring. In a single volume we are given the distilled thinking of an amazing collection of authors who are among our most respected experts in the fields of change and leadership development. I cannot imagine any executive who would not profit from reading this book - providing its ideas are put into immediate practice."
—author of "The Six Pillars of Self-Esteem" and "Self-Esteem at Work"
"Highly recommended! This step-by-step manual provides a roadmap of best practices in a clear and accessible format."
—Author of The Female Advantage, The Web of Inclusion and Thriving in 24/7
"Will become one of the most quoted, referenced, and used business books in the first decade of the 2000's."
—Earl C. Daum 1924 Professor of International Business, Director, Center for Global Leadership, Tuck School of Business, Dartmouth College
"Essential tools for change agents - both business leaders and human resources professionals."
—Senior Vice President, Human Resources, Unilever BestFoods, Rotterdam, The Netherlands