PART THREE
MOBILIZING ORGANIZATIONAL CHANGE
Certain individuals have higher organizational quotients than others—that is, they instinctively (or through years of trial and error) know how to tap into both informal and formal elements to accelerate behavior change and performance results—and are often willing to break a few rules to do so.
A wise leader will learn from these high-OQ people, modify inflexible rules to alleviate barriers, and help others balance the formal with the informal. By amplifying what’s already working, and by applying a few proven principles for integrating the formal with the informal organization, leaders can accelerate ...
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