Make Change Work: Staying Nimble, Relevant, and Engaged in a World of Constant Change

CONTENTS

Preface

Acknowledgments

Part I: The Realities of Change

Chapter 1: The New Normal

When Will Things Return to Normal?

Perspective From the Iron Lady

Reframing Our Illusions

I should have Paid Attention

Moore’s Law Affects Everything

We Live in an Ocean not a Pond

Chapter 2: Faster, Better, Cheaper, Friendlier

A Hard Dose of Reality

Burn the Boats—The Customers are in Charge

Tough Customers—Tough Questions

How Customers Evaluate Your Efforts

Tools that Accelerate

John Connor Meet Baxter

Case Study: If the Government Gets it, Why Doesn’t Everyone?

Chapter 3: Good Change, Bad Change

Take this Test

The Common Factors

Defining a Good Change

Why Change Fails

Why Change is So Hard

Chapter 4: Dodos and Coyotes

In Defense of the Dodo

What’s Your Excuse?

In Praise of the Coyote

Part II: Becoming a Change Leader

Chapter 5: What Change Leaders Do

They are Driving Me Crazy!

He’s Driving Us Crazy!

Change Management and Change Leadership

Left Brain and Right Brain

What Change Leaders Do

Can You Skip Steps?

Chapter 6: Buy-In

There Was Dancing and Singing

A Long Time Coming

Fast-Forward Across Town

Two Styles—Similar Result

What is Buy-In?

When Buy-In Occurs

Not the End

Moses, Lincoln, King, and Thatcher

More than a Communication Strategy

Chapter 7: Go First

Change is Good If . . .

The Survey Says . . .

Creating Realistic Optimists

People can Change Where They are

Where You Come In

Are You There Yet?

How Did You Do?

How You Know You Aren’t There Yet

Chapter 8: Change Change

We Change When ...