000 09113cam a2200301 i 4500
003 MIUC
005 20190109171540.0
008 130321s2013 caua b 001 0 eng
020 _a9781118136263
040 _aDLC
_beng
_cDLC
_erda
_dDLC
082 0 0 _a658.4063
245 0 4 _aThe change champion's field guide :
_bstrategies and tools for leading change in your organization /
_cco-editors Louis Carter, Roland L. Sullivan, Marshall Goldsmith, David Ulrich, Norm Smallwood ; foreword by W. Warner Burke ; with contributions by David Cooperrider, Edgar Schein, Marv Weisbord, Peter Koestenbaum, Harrison Owen, Harvey Hornstein, William Rothwell, John Sullivan, Barry Oshry, Dick Axelrod, David Ulrich, Marshall Goldsmith, and many more...
250 _aSecond edition.
260 _aSan Francisco :
_bWiley,
_c[2013].
300 _axxxix, 791 p. :
_bill. b&w ;
_c24 cm.
500 _aErrata. 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.
504 _aIncludes bibliographical references (pages 707-727) and indexes.
505 0 0 _gPt. 1.
_tTransformational and Large-Scale Change --
_gCh. 1.
_tDriving Change Through Career Models: An Operating System for Integrated Talent Management /
_rDavid G. White, Jr. --
_gCh. 2.
_tDriving Cultural Transformation During Large-Scale Change /
_rWendy L. Heckelman, with Christina Garofano and Sheryl Unger --
_gCh. 3.
_tLeveraging Musical Experiential Learning for Organizational Impact /
_rPaul Kwiecinski --
_rPaul Kwiecinski --
_gCh. 4.
_tNavigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management /
_rWilliam Q. Judge and R. Steven Terrell --
_gCh. 5.
_tPractice Positive Deviance for Extraordinary Social and Organizational Change /
_rJerry Sternin --
_gCh. 6.
_tRestoring Hope During Times of Mistrust /
_rMary Eggers and Lorri Johnson --
_gCh. 7.
_tThe Borderless Organization: Its Time Has Come /
_rRoland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi --
_gCh. 8.
_tThe Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point /
_rBarry Oshry --
_gCh. 9.
_tWords Matter: Build the Appreciative Capacity of Organizations /
_rDavid Bright and David Cooperrider --
_gCh. 10.
_tWhole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come /
_rRobert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson --
_gCh. 11.
_tWhole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change /
_rRoland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi --
_gPt. 2.
_tFundamentals of Leading Change --
_gCh. 12.
_tBe a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding /
_rJodi Knox McGinnis --
_gCh. 13.
_tBuild Expert Negotiators: What Do We Know About Training World-Class Negotiators? /
_rLawrence Susskind --
_gCh. 14.
_tChange Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches /
_rMarshall Goldsmith, Howard Morgan, and Marc Effron --
_gCh. 15.
_tChange Through Smart-Mob Organizing:Using Peer-by-Peer Practices to Transform Organizations /
_rLiz Guthridge --
_gCh. 16.
_tDo Leaders Have Tools and a Common Language to Work Together for Sustainable Change? /
_rRalph Jacobson --
_gCh. 17.
_tHow Nature Innovates: The Competitive Edge for Organizations /
_rGeorge Land and Greg Zlevor --
_gCh. 18.
_tLiberating Structures: A Pattern Language for Engagement /
_rLisa Kimball --
_gCh. 19.
_tMaintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity /
_rScott W. Ventrella --
_gCh. 20.
_tMeetings: Will You Choose Contentment or Greatness? /
_rDick Axelrod and Emily Axelrod --
_gCh. 21.
_tMy Life on the Learning Curve /
_rMarvin Weisbord --
_gCh. 22.
_tOpen Space Technology—And Beyond /
_rHarrison Owen --
_gCh. 23.
_tRethinking Scale in Organizational Change /
_rDavid Sibbet --
_gCh. 24.
_tTen Principles for Changing the World One Meeting at a Time /
_rMarvin Weisbord and Sandra Janoff --
_gCh. 25.
_tThe Philosophic Change Champion: Philosophy in a New Era (Work in Progress) /
_rPeter Koestenbaum --
_gCh. 26.
_tUnderstand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning /
_rSteve Barnett --
_gCh. 27.
_tValue Diversity and Inclusion: Leveraging Differences for Bottom-Line Success /
_rJudith H. Katz --
_gPt. 3.
_tTransformational Leadership and Sustaining Results --
_gCh. 28.
_tChanging Organizational Culture Through Clear Leadership /
_rGervase R. Bushe and James O’Malley --
_gCh. 29.
_tCrucial Conversations, Transformational Moments, and Real Organizational Change /
_rLarry Peters and Joseph Grenny --
_gCh. 30.
_tDevelop Leaders Who Build Market Value: The Right Results, The Right Way /
_rNorm Smallwood and Dave Ulrich --
_gCh. 31.
_tDeveloping Organization Change Champions Throughout the Organization /
_rD.D. Warrick --
_gCh. 32.
_tEarly Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” /
_rHarvey A. Hornstein and Eric C. Marcus --
_gCh. 33.
_tKeep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture /
_rIvy Ross and David Kuehler --
_gCh. 34.
_tManage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values /
_rWilliam J. Rothwell --
_gCh. 35.
_tManaging Organizational Emotional Alignment for Exceptional Business Performance Results /
_rDeborah Rozman and Doc Childre --
_gCh. 36.
_tThe Role of Leadership in the Management of Organizational Transformation and Learning /
_rEdgar H. Schein --
_gCh. 37.
_tYou Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs /
_rJohn Sullivan --
_gPt. 4.
_tCase Studies of Change Methods in Action --
_gCh. 38.
_tCase Study 1: Action Learning in Action: Crack the Code at Bank of America (*Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-Seven) /
_rEryn O’Brien and Steve R. Terrell --
_gCh. 39.
_tCase Study 2: Appreciative Inquiry in Action: Telefonica (*Associated with Chapter Nine) /
_rIlma Barros and David Bright --
_gCh. 40.
_tCase Study 3: Culture Change in Action: Twelve Months Without Buy-In (*Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-Three) /
_rMark Samuel --
_gCh. 41.
_tCase Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics (*Associated with Chapter Thirty) /
_rLaurence Smith --
_gCh. 42.
_tCase Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation (*Associated with Chapter Thirty-Five) /
_rMatt Robbins and Sibyl Cryer --
_gCh. 43.
_tCase Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University (*Associated with Chapter Twenty-Two) /
_rChristine Koehler and Christopher Schoch --
_gCh. 44.
_tCase Study 7: Transformational Change Moments in Action: South Texas Project (*Associated with Chapter Twenty-Nine) /
_rVitalSmarts, LLC --
_gCh. 45.
_tCase Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and at BBC News (*Associated with Chapter Ten) /
_rGreg Page and Julie Beedon --
520 _aNearly 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.
650 0 _aOrganizational change
_xManagement
_919
650 0 _aLeadership
_9845
700 1 _aCarter, Louis
_4edt
_9898
700 1 _aSullivan, Roland L.
_4edt
_9899
700 1 _aGoldsmith, Marshall
_4edt
_9900
700 1 _aUlrich, David
_4edt
_9901
700 1 _aSmallwood, W. Norman
_4edt
_9902
942 _2ddc
_cBK