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Big Change, Best Path

Book Description

Big Change, Best Path provides a new understanding of how change happens in organizations. Based on the largest base of empirical change research data ever developed, it gives managers an essential guide to making successful change happen.

Table of Contents

  1. Cover
  2. Title Page
  3. Contents
  4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">01</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">Changing how we change</span>
    1. Our research: capturing the experiences of 750,000 travellers
    2. Moving beyond myths
    3. Defining high performance
    4. A map and predictable pathways for change
    5. The change imperative
    6. Map 1 Change map showing the different regions of change
    7. Map 2 Map of the nine ‘capital cities’ regions
  5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">02</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">Understanding change through maps</span>
    1. The research: distilling the wisdom of 750,000 travellers
    2. Performance outcomes: business performance and benefits realization
    3. Turbulence: taking into account the conditions under which change takes place
    4. The 10 managerial drivers of change
    5. Benchmarking: showing what actions are needed
    6. Looking deeper: what truly drives performance?
    7. From data to maps: visualizing the complex interactions of different variables
    8. Common pathways: getting from one region to another
    9. Mastering the nine dynamics of change
    10. Summary for Chapter 2: key insights
  6. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">03</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">High Performance</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Reaching the highest levels of performance</span>
    1. Getting to <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">High Performance</span>
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">High Performance</span> insights insights
    3. The challenges of <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">High Performance</span>
    4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Cruising</span>, a capital city, a capital city
    5. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Cruising</span>
    6. Getting to the top – and staying there
    7. Summary for Chapter 3: key insights
  7. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">04</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Off Track</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: When everything falls apart</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Off Track</span> dynamics and misconceptions dynamics and misconceptions
    2. Different ways to spiral downward
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Case for Action</span>, a capital city &#8211; where the seeds of hope can be found, a capital city – where the seeds of hope can be found
    4. Nurturing the seeds of hope and renewal
    5. Leadership – the key for action
    6. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Case for Action</span>
    7. Tackling deeper-seated issues
    8. Summary for Chapter 4: key insights
  8. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">05</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Unsustainable</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: When change is at the crossroads</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Unsustainable</span> insights insights
    2. When change is unsustainable
    3. The right way to rightsize
    4. Saying ‘goodbye’ and ‘hello’
    5. Unlocking the passion for change
    6. Leading by example
    7. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Just Get On with It</span>
    8. The importance of emotions
    9. Summary for Chapter 5: key insights
  9. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">06</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Struggling under Pressure</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: When teams falter</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Struggling under Pressure</span> insights insights
    2. The characteristics and dynamics of <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Struggling under Pressure</span>
    3. Lessons from Mount Everest
    4. Organizational disconnects
    5. How to increase accountability
    6. How to build strong teams
    7. The importance of good governance
    8. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Struggling under Pressure</span>
    9. Towards the <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">On Track</span> zone zone
    10. Summary for Chapter 6: key insights<span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold"> 14</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">0</span>
  10. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">07</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">On Track</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Win the war for resources and move out of the middle ground</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">On Track</span> insights insights
    2. Five core dynamics and five capital cities
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Yes, but</span>: change without the necessary resources: change without the necessary resources
    4. Three keys to better resource management
    5. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Yes, but</span>
    6. Beyond resource limitations
    7. Summary for Chapter 7: key insights
  11. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">08</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">In the Dark</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Mobilize around the vision</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">In the Dark</span> insights insights
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">In the Dark</span> &#8211; like &#8216;herding cats&#8217; – like ‘herding cats’
    3. Moving into the light
    4. Understanding what drives vision and direction
    5. Communicating effectively
    6. Building strong communities
    7. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">In the Dark</span>
    8. Embracing the big picture
    9. Summary for Chapter 8: key insights
  12. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">09</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Sleepy in Success</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Get back in the game</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Sleepy in Success</span> insights insights
    2. Characteristics of <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Sleepy in Success</span>
    3. Getting the right leaders in the right roles working in the right direction
    4. Recruiting the right leaders for difficult situations
    5. The role of the team leader in managing ‘damage’
    6. The importance of trust in team leadership
    7. Employee engagement and organizational change
    8. Team leaders and accountability
    9. Recognizing and rewarding team members
    10. Seeing situations clearly
    11. Common pathways exiting<span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic"> Sleepy in Success</span>
    12. Moving away from complacency
    13. Summary for Chapter 9: key insights
  13. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">10</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Building Momentum</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: When good is not good enough to jump to the next level</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Building Momentum</span> insights insights
    2. Building momentum for change
    3. How business leadership mobilized commitment to change
    4. The vital role of business leadership in change initiatives
    5. Building business leadership capability
    6. The drivers of trust at each level of leadership
    7. The leadership trust grid
    8. Unlocking the trust dynamic in <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Building Momentum</span>
    9. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">Building Momentum</span>
    10. The trust grid and organizational flexibility
    11. Summary for Chapter 10: key insights
  14. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">11</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">On the Run</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Keep it together when the goal is rapid growth</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">On the Run</span> insights insights
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">On the Run</span> &#8211; a lot of change at a fast pace – a lot of change at a fast pace
    3. Two organizations, two trajectories
    4. The different types and key drivers of change
    5. Managing change at a fast pace
    6. Knowing where and when to take action
    7. Supporting and sustaining high levels of growth
    8. Common pathways exiting <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="italic">On the Run</span>
    9. Building organizational agility
    10. Summary for Chapter 11: key insights
  15. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">12</span>&#160;&#160;&#160;&#160;    <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bolditalic">Vision for the future</span><span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="bold">: Changing the way we change</span>
    1. Towards the agile organization
    2. Change leaders at all levels
    3. Building the capacity to continually change
    4. Towards a new era
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