With this one–of–a–kind integrated resource, you will
- Learn to make smart decisions based on the only integrated change and OD systems model and science that builds on all the outstanding concepts, interventions, and techniques introduced by experts in the OD field over the past fifty years
- Understand how to transfer these change and OD interventions and applications to any sector, be it public, private, or not–for–profit
- Improve any type of change processes and structures using an incredible tool chest of practical questions, summaries, case studies, examples, and worksheets as well as system tools, tips, and techniques found nowhere else
"Steve Haines and his fellow authors practical handbook for leading change in an organization is a godsend to any executive and consultant. Their years of experience, research, and observation are distilled into logical steps for the executive and consultant alike to follow. The examples they give throughout the book bring each step alive. The environment for all enterprises is continually changing, and Steve Haines book will aid leaders in keeping their enterprises ahead of change and growing profitably."
Admiral Dennis Blair, USN (Retired), former Four–Star Commander–in–Chief, Pacific Command, and president of the Institute for Defense Analysis
Purpose of this Book.
Organization of the Book.
Part A: Introduction to Systems Thinking and Superior Results.
1. The Fundamentals of Enterprise–Wide Change.
Welcome to the Future.
The Systems Thinking Approach.
Achieving Superior Results.
The Uniqueness of Enterprise–Wide Change.
21st Century: Revolutionary Worldwide Change and Its Implications.
The Secret of Constant Growth.
75 Percent of All Major Changes Do Not Succeed.
The Big Three Enterprise–Wide Failure Issues.
Preview: The Enterprise–Wide Change Journey.
Chapter One Recap.
2. Seeking a Unity of Science for Living Systems.
Complexity Versus Simplicity: Our Different Views of the World.
The Helicopter View of Life.
Analytic Thinking: A Mindset Left Over from the Industrial Age.
General Systems Theory: The Unity of Science.
Chapter Two Recap.
3. Foundations of the Systems Thinking Approach.
Systems Concept #1: Seven Levels of Living Systems.
Systems Concept #2: Natural and Predictable Cycles of Change.
Systems Concept #3: The Simplicity of Systems Thinking Is Backwards Thinking.
Systems Concept #4: Twelve Characteristics of Living Systems.
The Whole System: Living Systems Characteristics #1 #6.
The Inner Workings of Systems: Living Systems Characteristics #7 #12.
Some Guiding Principles of Systems Thinking.
Chapter Three Recap.
Part B: Practical Application to Enterprise–Wide Change.
Framework for Part B.
4. Smart Start: Engineering Success Up–Front.
Smart Start: Engineer Success Up–Front.
The Iceberg Theory of Change Three Realities of Life: Content Process Structure.
The Structures of Change Expanded: Tailored to Your Needs.
Structure and Player #1: Change Leaders.
Structure and Player #2: Change Consultants.
Structure and Player #3: Change Implementers.
Structure and Player #4: Program Management Office.
A Menu of Additional Change Infrastructures.
Further Elaboration on Key Structures.
The Game Plan for Enterprise–Wide Change.
Chapter Four Recap.
5. Clarity of Purpose: Working On the Enterprise.
Chapter Context: Working On the Enterprise.
Missing Element #1: Phase E.
Missing Element #2: Phase A.
Missing Element #3: Phase A.
Missing Element #4: Phase B.
Summary: Clarity of Purpose.
Chapter Five Recap.
6. Assessing the Enterprise as a Living System.
Some Mental Maps for Assessing Enterprises as Living Systems.
Multiple Conflicting Mindsets or Mental Maps (Versus a Totally Integrated Enterprise–Wide Assessment).
One Mental Map of an Organization as a Living System.
A New Enterprise–Wide Assessment Mental Map: A Business Excellence Architecture.
Summary: Enterprise–Wide Assessment and Vital Signs.
Chapter Six Recap.
7. Simplicity of Execution: Working In the Enterprise.
On the Path to Clarity and Simplicity.
Cascading the Changes: Strategies Initiatives Tasks Accountability Rewards.
Chapter Seven Recap.
8. Wave After Wave of Changes.
Individual Change: The Rollercoaster of Change.
Enterprise–Wide Change and the Rollercoaster of Change.
The Cascade of Change: Wave After Wave.
Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions.
The Seven Natural Rings of Reality Matrix and the Impact of the Rollercoaster of Change.
Implications for the Enterprise–Wide Change Journey.
Chapter Eight Recap.
9. Sustain Business Excellence.
The Mid–Course Enterprise–Wide Change Review: Fighting Entropy in Enterprise–Wide Change.
Annual Review of Organizational Capacity.
Chapter Nine Recap.
Enterprise–Wide People Edge Best Practices.
Part C: How to Begin Enterprise–Wide Change.
10. Working on the Enterprise: The Bite–Sized Approach.
How to Begin: Tailored to Your Needs.
About the Series.
Statement of the Board.
Afterword to the Series.
About the Series Editors.
About the Authors.
Gail Aller–Stead is the Change Management Practice Leader and a partner in the Centre for Strategic Management, a global strategic alliance of consultants and trainers in Canada and the United States, with 38 offices in 20 other countries.
James McKinlay is the cofounder of the Centre for Strategic Management and its managing partner for Canada.