Cover Page -- Title Page -- Copyright Page -- Dedication -- Preface -- What This New Edition is About -- Why I Wrote This Book -- Who is This Book For -- How to Read This Book -- Acknowledgments -- Introduction: You are Not in Charge -- The Illusion: Someone is in Charge -- The Life Game -- Chapter 1: A Model for Getting Things Done -- An Exercise: Drawing Your Life 8 -- What to Read Next -- Chapter 2: "Why is That Important?" -- An Exercise: What is Important 14 -- Chapter 3: Pursuing Your Aspirations -- Know What You Want -- Know Why You Want What You Want -- Wants are Linked to Life Purpose -- Figure Out What You Want Before Talking About It -- Each Day Remind Yourself of What is Important -- Alignment of Wants Builds Power -- Lead Your Own Life -- Immediate Fulfillment Requires Immediate Action -- Distant Fulfillment Requires Persistence -- Know how You Want to Work With Others -- Chapter 4: Discovering Dreams -- Wants Always Exist -- Express the Dream -- Discover What They Want That You Want -- Build Commitment to Wants -- Reinvent the Wheel -- Help Them Know That You Know -- Collaboration and Negotiation: Your Best Options -- Competition and Avoidance: Not Your Best Options -- Chapter 5: What is Really Happening? -- Five Steps to Discovering Reality -- An Exercise: Organizational Reality -- Love of the Bumps -- Chapter 6: Build Common Understanding -- Help Others Find and Face the Truth -- The Organizational Village -- Building Understanding in Organizations -- Chapter 7: Face the Politics -- Politics are Real and Inescapable -- My Kind of Politics -- Your Mix of Politics and Values -- Building a Positive Political Climate -- Working Through Negative Political Situations -- Chapter 8: Seek the Priorities -- Follow the Money -- Trace the Time -- Find Your Power -- An Exercise: Building Formal Power -- Chapter 9: Who Makes a Difference?.

An Exercise: Successful Work Relationships -- Help Those Whom You Would Have Help You -- Respect the Past -- Deal Openly -- Create Your Relationship Web -- Chapter 10: Enlist Able Partners -- The Parts in Partnership -- Anticipating Success -- Contracts and Contracting -- Your Unique Value-Added Contribution -- Partnership Begins With You -- Build a Pattern of Accomplishments -- Pass the Word on Your Success -- Expect Less Appreciation -- Accept Others' Lack of Knowledge -- Ask About What They Care About -- Risk Seeing it Their Way -- Say Yes . . . And Say No -- Long-Term Partnerships -- Chapter 11: Controlling Work Dynamics -- A Model for Working With You -- Our Need to Control -- Chapter 12: Dealing With Decision Makers -- Show and Earn Respect -- An Exercise: Building Respect -- They Don't Understand Your Work -- Understand Their Purpose and Viewpoint -- Do Not Wait: Initiate! -- Link Your Work to Key Systems -- Seek Reviews of Your Work -- Find Ways to Offer Feedback -- Chapter 13: How Might You Help? -- An Exercise: Self Discovery -- I vs. They -- Out There vs. In Here -- Learning the Truth About Yourself -- Knowledge of Your Self -- Chapter 14: Find the Courage to Risk -- The Risks of Stepping Forward -- Putting Fears in Perspective -- Three Exercises: Building Your Courage -- Chapter 15: Making Your Work Rewarding -- Reaction and Reward -- The Rewards of Membership -- Making Your Work Rewarding -- Praise Fixation Breeds Dependence -- An Exercise: Rewards From Your Work -- Chapter 16: Create Change -- Stability Meets Instability -- The Need for Change Must be Compelling -- Leading Change is Demanding -- Change is Rooted in Respect -- Help Others Hear Your Ideas -- Resistance Reveals Power -- Perseverance Required -- Ideas Must Find Their Time -- The Dangers of Rapid Change -- Change in Changing Organizations.

Succeed On Their Terms as Well as Your Own -- Expect the Change to Allow You to be Yourself -- Chapter 17: Actions That Get Things Done -- Twenty Actions to Get Things Done -- Building on and Beyond This Book -- Conclusion: A Life Perspective on Leading Change -- Resources -- Index -- About the Author.