Errata. A revised chapter 10: Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come by Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson is available for download at: www.wiley.com/go/changechampions10.

Includes bibliographical references (pages 707-727) and indexes.

Pt. 1. Transformational and Large-Scale Change -- Ch. 1. Driving Change Through Career Models: An Operating System for Integrated Talent Management / David G. White, Jr. -- Ch. 2. Driving Cultural Transformation During Large-Scale Change / Wendy L. Heckelman, with Christina Garofano and Sheryl Unger -- Ch. 3. Leveraging Musical Experiential Learning for Organizational Impact / Paul Kwiecinski -- Paul Kwiecinski -- Ch. 4. Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management / William Q. Judge and R. Steven Terrell -- Ch. 5. Practice Positive Deviance for Extraordinary Social and Organizational Change / Jerry Sternin -- Ch. 6. Restoring Hope During Times of Mistrust / Mary Eggers and Lorri Johnson -- Ch. 7. The Borderless Organization: Its Time Has Come / Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi -- Ch. 8. The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point / Barry Oshry -- Ch. 9. Words Matter: Build the Appreciative Capacity of Organizations / David Bright and David Cooperrider -- Ch. 10. Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come / Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson -- Ch. 11. Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change / Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi -- Pt. 2. Fundamentals of Leading Change -- Ch. 12. Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding / Jodi Knox McGinnis -- Ch. 13. Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? / Lawrence Susskind -- Ch. 14. Change Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches / Marshall Goldsmith, Howard Morgan, and Marc Effron -- Ch. 15. Change Through Smart-Mob Organizing:Using Peer-by-Peer Practices to Transform Organizations / Liz Guthridge -- Ch. 16. Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? / Ralph Jacobson -- Ch. 17. How Nature Innovates: The Competitive Edge for Organizations / George Land and Greg Zlevor -- Ch. 18. Liberating Structures: A Pattern Language for Engagement / Lisa Kimball -- Ch. 19. Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity / Scott W. Ventrella -- Ch. 20. Meetings: Will You Choose Contentment or Greatness? / Dick Axelrod and Emily Axelrod -- Ch. 21. My Life on the Learning Curve / Marvin Weisbord -- Ch. 22. Open Space Technology—And Beyond / Harrison Owen -- Ch. 23. Rethinking Scale in Organizational Change / David Sibbet -- Ch. 24. Ten Principles for Changing the World One Meeting at a Time / Marvin Weisbord and Sandra Janoff -- Ch. 25. The Philosophic Change Champion: Philosophy in a New Era (Work in Progress) / Peter Koestenbaum -- Ch. 26. Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning / Steve Barnett -- Ch. 27. Value Diversity and Inclusion: Leveraging Differences for Bottom-Line Success / Judith H. Katz -- Pt. 3. Transformational Leadership and Sustaining Results -- Ch. 28. Changing Organizational Culture Through Clear Leadership / Gervase R. Bushe and James O’Malley -- Ch. 29. Crucial Conversations, Transformational Moments, and Real Organizational Change / Larry Peters and Joseph Grenny -- Ch. 30. Develop Leaders Who Build Market Value: The Right Results, The Right Way / Norm Smallwood and Dave Ulrich -- Ch. 31. Developing Organization Change Champions Throughout the Organization / D.D. Warrick -- Ch. 32. Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” / Harvey A. Hornstein and Eric C. Marcus -- Ch. 33. Keep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture / Ivy Ross and David Kuehler -- Ch. 34. Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values / William J. Rothwell -- Ch. 35. Managing Organizational Emotional Alignment for Exceptional Business Performance Results / Deborah Rozman and Doc Childre -- Ch. 36. The Role of Leadership in the Management of Organizational Transformation and Learning / Edgar H. Schein -- Ch. 37. You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs / John Sullivan -- Pt. 4. Case Studies of Change Methods in Action -- Ch. 38. Case Study 1: Action Learning in Action: Crack the Code at Bank of America (*Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-Seven) / Eryn O’Brien and Steve R. Terrell -- Ch. 39. Case Study 2: Appreciative Inquiry in Action: Telefonica (*Associated with Chapter Nine) / Ilma Barros and David Bright -- Ch. 40. Case Study 3: Culture Change in Action: Twelve Months Without Buy-In (*Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-Three) / Mark Samuel -- Ch. 41. Case Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics (*Associated with Chapter Thirty) / Laurence Smith -- Ch. 42. Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation (*Associated with Chapter Thirty-Five) / Matt Robbins and Sibyl Cryer -- Ch. 43. Case Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University (*Associated with Chapter Twenty-Two) / Christine Koehler and Christopher Schoch -- Ch. 44. Case Study 7: Transformational Change Moments in Action: South Texas Project (*Associated with Chapter Twenty-Nine) / VitalSmarts, LLC -- Ch. 45. Case Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and at BBC News (*Associated with Chapter Ten) / Greg Page and Julie Beedon --

Nearly a decade later, leading change pioneers in the field have realigned to bring you the second edition of the Change Champion's Fieldguide.

This thoroughly revised and updated edition of the Change Champion's Field Guide is filled with the information, tools, and strategies needed to implement a best practice change or leadership development initiative where everyone wins. In forty-five chapters, the guide's contributors, widely acknowledged as the "change champions" and leaders in the fields of organizational change and leadership development, explore the competencies and practices that define an effective change leader. Change Champions such as Harrison Owen, Edgar Schein, Marv Weisbord, Sandra Janoff, Mary Eggers, William Rothwell, Dave Ulrich, Marshall Goldsmith, Judith Katz, Peter Koestenbaum, Dick Axelrod, David Cooperrider, and scores of others provide their sage advice, practical applications, and examples of change methods that work.

Change Champion's Field Guide examines the topic of leadership and change within four main topics including:
- Key elements of leading successful and results-driven change
- Tools, models, instruments, and strategies for leading change
- Critical success and failure factors
- Trends and research on innovation, change, and leadership
- Guidelines on how to design, implement, and evaluate change and leadership initiatives
- Fresh case studies that highlight leading companies who are implementing successful change in innovative and inspired ways.