Change Champion's Field Guide

Louis Carter is CEO and founder of Best Practice Institute (BPI) and concept innovator of the world's first 360-degree feedback tool on a social networking platform, skillrater.com. He and BPI were recognized as one of the top 15 in leadership development by Leadership Excellence magazine.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.

• List of Figures, Tables, and Exhibits xiAcknowledgments xviiWho Should Read This Book? xixAbout This Book xxiiiHow to Use This Book xxvIntroduction by the Editors xxixForeword by W. Warner Burke xxxiiiPart One Transformational and Large-Scale ChangeChapter One Driving Change Through Career Models: An Operating System for Integrated Talent Management 3David G. White, Jr.Chapter Two Driving Cultural Transformation During Large-Scale Change 29Wendy L. Heckelman, with Christina Garofano and Sheryl UngerChapter Three Leveraging Musical Experiential Learning for Organizational Impact 38Paul KwiecinskiChapter Four Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management 51William Q. Judge and R. Steven TerrellChapter Five Practice Positive Deviance for Extraordinary Social and Organizational Change 73Jerry SterninChapter Six Restoring Hope During Times of Mistrust 95Mary Eggers and Lorri JohnsonChapter Seven The Borderless Organization: Its Time Has Come 107Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. BalasiChapter Eight The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point 120Barry OshryChapter Nine Words Matter: Build the Appreciative Capacity of Organizations 131David Bright and David CooperriderChapter Ten Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come 148Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry JohnsonChapter Eleven Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change 178Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. BalasiPart Two Fundamentals of Leading ChangeChapter Twelve Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding 205Jodi Knox McGinnisChapter Thirteen Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? 221Lawrence SusskindChapter Fourteen Change Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches 236Marshall Goldsmith, Howard Morgan, and Marc EffronChapter Fifteen Change Through Smart-Mob Organizing: Using Peer-by-Peer Practices to Transform Organizations 246Liz GuthridgeChapter Sixteen Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? 267Ralph JacobsonChapter Seventeen How Nature Innovates: The Competitive Edge for Organizations 286George Land and Greg ZlevorChapter Eighteen Liberating Structures: A Pattern Language for Engagement 300Lisa KimballChapter Nineteen Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity 314Scott W. VentrellaChapter Twenty Meetings: Will You Choose Contentment or Greatness? 328Dick Axelrod and Emily AxelrodChapter Twenty-One My Life on the Learning Curve 338Marvin WeisbordChapter Twenty-Two Open Space Technology—And Beyond 347Harrison OwenChapter Twenty-Three Rethinking Scale in Organizational Change 357David SibbetChapter Twenty-Four Ten Principles for Changing the World One Meeting at a Time 372Marvin Weisbord and Sandra JanoffChapter Twenty-Five The Philosophic Change Champion: Philosophy in a New Era (Work in Progress) 385Peter KoestenbaumChapter Twenty-Six Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning 428Steve BarnettChapter Twenty-Seven Value Diversity and Inclusion: Leveraging Differences for Bottom-Line Success 445Judith H. KatzPart Three Transformational Leadership and Sustaining ResultsChapter Twenty-Eight Changing Organizational Culture Through Clear Leadership 463Gervase R. Bushe and James O’MalleyChapter Twenty-Nine Crucial Conversations, Transformational Moments, and Real Organizational Change 480Larry Peters and Joseph GrennyChapter Thirty Develop Leaders Who Build Market Value: The Right Results, The Right Way 494Norm Smallwood and Dave UlrichChapter Thirty-One Developing Organization Change Champions Throughout the Organization 513D.D. WarrickChapter Thirty-Two Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” 531Harvey A. Hornstein and Eric C. MarcusChapter Thirty-Three Keep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture 541Ivy Ross and David KuehlerChapter Thirty-Four Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values 558William J. RothwellChapter Thirty-Five Managing Organizational Emotional Alignment for Exceptional Business Performance Results 573Deborah Rozman and Doc ChildreChapter Thirty-Six The Role of Leadership in the Management of Organizational Transformation and Learning 595Edgar H. ScheinChapter Thirty-Seven You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs 603John SullivanPart Four Case Studies of Change Methods in ActionChapter Thirty-Eight Case Study 1: Action Learning in Action: Crack the Code at Bank of America 629Eryn O’Brien and Steve R. Terrell*Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-SevenChapter Thirty-Nine Case Study 2: Appreciative Inquiry in Action: Telefonica 646Ilma Barros and David Bright *Associated with Chapter NineChapter Forty Case Study 3: Culture Change in Action: Twelve Months Without Buy-In 649Mark Samuel*Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-ThreeChapter Forty-One Case Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics 672Laurence Smith*Associated with Chapter ThirtyChapter Forty-Two Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation 682Matt Robbins and Sibyl Cryer*Associated with Chapter Thirty-FiveChapter Forty-Three Case Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University 689Christine Koehler and Christopher Schoch*Associated with Chapter Twenty-TwoChapter Forty-Four Case Study 7: Transformational Change Moments in Action: South Texas Project 697VitalSmarts, LLC*Associated with Chapter Twenty-NineChapter Forty-Five Case Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and at BBC News 701Greg Page and Julie Beedon*Associated with Chapter TenReferences and Suggested Readings 707Name Index 729Subject Index 735About the Contributors 763About Best Practice Institute 791