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Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership

Book Description

"With this extensively upgraded second edition, Dean Anderson and Linda Ackerman Anderson solidify their status as the leading authorities on change leadership and organizational transformation. This is without question the most comprehensive approach for leaders who are serious about making change a strategic discipline."

—Jim Kouzes, Author, The Leadership Challenge and The Truth About Leadership

A comprehensive look at what it really takes to lead transformation successfully, written by two of the "masters of the craft." The author's best-selling first edition has been significantly updated to deliver critical insights about how leaders can achieve breakthrough results from transformational change, even in these challenging times. The book introduces conscious change leadership and provides insights about the critical human and change process dynamics that leaders must be aware of in order to succeed, and reveals why most leaders do not see these dynamics. Most importantly, it highlights the shift in worldview leaders must make to deliver greater success.

The book outlines the author's highly successful "multi-dimensional, process approach" to transformation, addressing change at the organizational, team, relational, and personal levels. It thoroughly addresses leadership mindset and behavioral modeling, culture change, and large systems implementations, providing best practices developed over three decades of successful consulting to Fortune 500 executives. Written for executives and managers, OD consultants, change managers, project managers, and change consultants, this must read book provides the foundation for successful change leadership and consulting.

  • Based on thirty years of action research with Fortune 500 companies, government agencies, the military, and large non-profit global organizations

  • Provides worksheets, tools, case examples, and assessments that you can immediately apply to all types of change efforts

  • Contrasts two vastly different leadership approaches to change, and reveals why only one works

  • Provides solutions for turning employee resistance into commitment

  • Outlines the common mistakes in change and how you can avoid them

  • Reveals the differences between transformation and other types of change so you can build strategies that really get results

Beyond Change Management advances the field of change leadership, and takes the concept of managing change in organizations to a whole new level. It is a must read for anyone wanting to stay abreast of advancements in the field.

Together with its companion volume, The Change Leader's Roadmap: How to Navigate Your Organization's Transformation, these books can be used as texts in corporate or graduate school training programs and courses.

Table of Contents

  1. Copyright
  2. PREMIUM CONTENT FOR BEYOND CHANGE MANAGEMENT
  3. PREFACE
  4. ACKNOWLEDGMENTS
  5. INTRODUCTION
    1. A MULTI-DIMENSIONAL, PROCESS APPROACH
    2. OUR AUDIENCE
    3. A LARGER BODY OF WORK
    4. STRUCTURE OF THIS BOOK
    5. ENDNOTE
  6. I. A Call for Conscious Change Leaders
    1. 1. Achieving Breakthrough Results from Change
      1. 1.1. COMMON PERSPECTIVES AND MISTAKES IN LEADING CHANGE
        1. 1.1.1. Levels of Success
        2. 1.1.2. Three Critical Focus Areas of Change Leadership
        3. 1.1.3. Implications for Change Leaders
      2. 1.2. SUMMARY
      3. 1.3. ENDNOTE
    2. 2. The Drivers of Change
      1. 2.1. THE DRIVERS OF CHANGE
      2. 2.2. USING THE DRIVERS OF CHANGE MODEL
      3. 2.3. THE EVOLUTION OF CHANGE AND THE REQUIRED EXPANSION OF LEADERSHIP AWARENESS AND ATTENTION
        1. 2.3.1. The History of Organization Change
      4. 2.4. SUMMARY
      5. 2.5. ENDNOTE
    3. 3. Three Types of Organizational Change
      1. 3.1. DEVELOPMENTAL CHANGE
      2. 3.2. TRANSITIONAL CHANGE
        1. 3.2.1. Strategies for Managing Transitional Change
      3. 3.3. TRANSFORMATIONAL CHANGE
        1. 3.3.1. The Transformation Process
        2. 3.3.2. Transformation Requires Learning and Correcting Course
        3. 3.3.3. Human Dynamics in Transformation
        4. 3.3.4. Maintaining a Sense of Stability in the Chaos
        5. 3.3.5. Personal Introspection in Transformation
      4. 3.4. DETERMINING THE TYPE OF CHANGE TAKING PLACE
      5. 3.5. TRANSFORMATION AND THE CONSCIOUS CHANGE LEADER ACCOUNTABILITY MODEL
      6. 3.6. SUMMARY
      7. 3.7. ENDNOTE
    4. 4. Two Leadership Approaches to Transformation
      1. 4.1. TWO APPROACHES TO TRANSFORMATION
        1. 4.1.1. Conscious Versus Unconscious
        2. 4.1.2. The Value and Cost of Autopilot
        3. 4.1.3. Developing Conscious Awareness
        4. 4.1.4. The Four Sights
        5. 4.1.5. Conscious Awareness, Learning, and Performance
        6. 4.1.6. The Choice to Be a Conscious Change Leader
        7. 4.1.7. Wake-Up Calls to Conscious Change Leadership
      2. 4.2. THE AUTOPILOT APPROACH
        1. 4.2.1. Impact on Employee Morale
      3. 4.3. THE CONSCIOUS APPROACH
      4. 4.4. SUPPORTING OTHERS TO CONSCIOUS CHANGE LEADERSHIP
      5. 4.5. SUMMARY
      6. 4.6. ENDNOTES
    5. 5. Building Organizational Change Capability
      1. 5.1. CHANGE CAPABILITY: A KEY TWENTY-FIRST CENTURY COMPETITIVE ADVANTAGE
      2. 5.2. CHANGE: THE NEW STRATEGIC DISCIPLINE
        1. 5.2.1. 1. Enterprise Change Agenda
        2. 5.2.2. 2. Common Change Process Methodology
        3. 5.2.3. 3. Change Infrastructure
        4. 5.2.4. 4. Strategic Change Center of Excellence
        5. 5.2.5. 5. The Strategic Change Office (SCO)
          1. 5.2.5.1. Leading the SCO: The Role of the Chief Change Officer
      3. 5.3. SUMMARY
      4. 5.4. SECTION ONE SUMMARY
  7. II. People Dynamics
    1. 6. Human Dynamics: From Resistance to Commitment
      1. 6.1. PEOPLE ARE MULTI-DIMENSIONAL
        1. 6.1.1. Ego
        2. 6.1.2. Being
      2. 6.2. CORE HUMAN NEEDS
      3. 6.3. HIGHER CORE NEEDS
      4. 6.4. EMOTIONAL TRANSITIONS
      5. 6.5. THE TRANSFORMATIONAL SHIFT: FROM RESISTANCE TO COMMITMENT
        1. 6.5.1. Guidelines for Supporting the Transformational Shift
      6. 6.6. SUMMARY
      7. 6.7. ENDNOTES
    2. 7. The Role and Impact of Mindset
      1. 7.1. WHAT IS MINDSET?
        1. 7.1.1. Mindset Is Causative
        2. 7.1.2. The Impact of Mindset on Perception
        3. 7.1.3. The Impact of Mindset on State of Being
          1. 7.1.3.1. Way of Being
        4. 7.1.4. The Impact of Mindset on Performance
      2. 7.2. SELF-MASTERY
      3. 7.3. PERSONAL EMPOWERMENT AND RESPONSIBILITY
        1. 7.3.1. Co-Creative Way of Being
        2. 7.3.2. Awareness: The Foundation of Self-Mastery
      4. 7.4. WALKING THE TALK OF CHANGE
      5. 7.5. SUMMARY
      6. 7.6. ENDNOTES
    3. 8. The Role and Impact of Culture
      1. 8.1. WHAT IS CULTURE?
        1. 8.1.1. Indicators of Culture
      2. 8.2. THE IMPACTS OF CULTURE ON PERFORMANCE
        1. 8.2.1. Types of Cultures
      3. 8.3. TRANSFORMING CULTURE
        1. 8.3.1. Culture Change and the Conscious Change Leader Accountability Model
      4. 8.4. BEING FIRST'S APPROACH TO TRANSFORMING CULTURE
        1. 8.4.1. 1. Secure Executive Commitment and Alignment
        2. 8.4.2. 2. Assess Current Situation and Culture
        3. 8.4.3. 3. Determine Desired Culture
        4. 8.4.4. 4. Identify Leverage Points for Culture Change
        5. 8.4.5. 5. Apply The Change Leader's Roadmap to Build Your Change Strategy and Process Plan
        6. 8.4.6. 6. Implement Culture Change Strategy and Process
        7. 8.4.7. 7. Model, Reward, and Reinforce Desired Culture
        8. 8.4.8. Pursuing Level Five Success: Change Capability
      5. 8.5. SUMMARY
      6. 8.6. ENDNOTES
  8. III. Process Dynamics
    1. 9. Conscious Process Thinking
      1. 9.1. DIFFERENTIATING AMONG USES OF THE WORD "PROCESS"
      2. 9.2. OUR DEFINITION AND VIEW OF PROCESS
      3. 9.3. THE MULTI-DIMENSIONAL NATURE OF PROCESS
      4. 9.4. AN EVOLVING ORIENTATION TO PROCESS
        1. 9.4.1. Project Thinking
        2. 9.4.2. Systems Thinking
        3. 9.4.3. Conscious Process Thinking
      5. 9.5. TOOLS OF THE THINKING ORIENTATIONS
        1. 9.5.1. Project Management Methodologies
        2. 9.5.2. Systems Diagrams
        3. 9.5.3. Change Process Models
      6. 9.6. SUMMARY
      7. 9.7. ENDNOTE
    2. 10. Change Process Models
      1. 10.1. CHANGE FRAMEWORK VERSUS CHANGE PROCESS MODELS
      2. 10.2. THE CHANGE PROCESS MODEL AS A CONSCIOUS THINKING DISCIPLINE
      3. 10.3. TRANSFORMATION AS A FULLSTREAM PROCESS
        1. 10.3.1. Upstream
        2. 10.3.2. Midstream
        3. 10.3.3. Downstream
      4. 10.4. THE CHANGE LEADER'S ROADMAP
        1. 10.4.1. Structure of The Change Leader's Roadmap
        2. 10.4.2. There Is No Cookbook for Transformation!
        3. 10.4.3. Conscious Change Process Design and Facilitation
        4. 10.4.4. Change Leadership Styles and Their Influence on Change Facilitation
        5. 10.4.5. Comparing Your Experience with Other Change Models
      5. 10.5. SUMMARY
      6. 10.6. ENDNOTE
  9. IV. Answering the Call to Conscious Change Leadership
    1. 11. Answering the Call
      1. 11.1. A REVIEW OF OUR JOURNEY
      2. 11.2. COMMITING TO BEING A CONSCIOUS CHANGE LEADER
      3. 11.3. CO-CREATING A BETTER WORLD
  10. BIBLIOGRAPHY
  11. ABOUT THE AUTHORS