The Change Champion's Field Guide: Strategies and Tools for Leading Change in Your Organization -- Copyright -- Contents -- List of Figures, Tables, and Exhibits -- Acknowledgments -- Who Should Read This Book? -- About This Book -- How to Use This Book -- Applications on the Job -- Taking Full Advantage of This Book -- Introduction by the Editors -- Foreword -- Prelaunch -- Self-Examination -- External Environment -- Establishing the Need for Change -- Establishing the Vision and Direction for the Future -- Launch -- Post-Launch -- Sustaining the Change -- Part One: Transformational and Large-Scale Change -- Chapter One: Driving Change Through Career Models: An Operating System for Integrated Talent Management -- HR and Business Transformation -- Service Orientation -- Guarding the Castle Means Not Taking Risks -- Integrated Talent Management Based on Career Models -- A Developmental Workforce Architecture Aligned to the Future State -- Future-State Architecture -- An Employee Engagement Framework -- Functional Differentiation -- A Foundation for Strategic Workforce Analytics -- Is it Working? -- At Microsoft -- At ITT -- Lessons Learned -- Conclusion -- Notes -- Chapter Two: Driving Cultural Transformation During Large-Scale Change -- Introduction -- Business Rationale for Engaging in Organizational Culture Change -- What Is Organizational Culture? -- I. Culture Change Takes Place More Effectively When Worked at Three Levels: Organizational, Team, and Individual -- II. Culture Change Is Accelerated by Connecting Individual Beliefs to Organizational Results -- III. Cultural Change Requires a Planned and Disciplined Implementation Cascade -- IV. Cultural Change Is Accelerated by Using a "Leader-Led Learning" Approach.

V. Technology Should Be Leveraged for Communications, Measurement, and Reporting Successes Related to Cultural Adoption and Transformation -- Conclusion -- Chapter Three: Leveraging Musical Experiential Learning for Organizational Impact -- The Art -- The Science -- Head, Heart, Hands-Integrated Learning -- Chapter Four: Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management -- Reasons for Change Initiative Failure -- Inadequate Preparation for Change -- Flawed Change Implementation Activities -- Inability to Anchor Changes -- Principles for Bringing about Organization-Wide Change -- Principle 1: Assess the Change Situation Carefully Before Initiating Any Change -- Principle 2: Design an Initial Change Plan to Fit the Change Situation -- Principle 3: Communicate a Compelling Vision of the Bene. ts of Adopting This Change -- Principle 4: Monitor and Build or Maintain the Credibility of the Change Leader(s) -- Principle 5: Rely on "Influence Without Authority" Change Tactics as Much as Possible -- Principle 6: Revise the Change Plan as the Change Initiative Unfolds -- Principle 7: Be the Change You Seek in Others -- Practicing The Principles Through Simulated Experience -- Change Management Context -- Change Management Process -- Change Management Learning Outcomes -- Chapter Five: Practice Positive Deviance for Extraordinary Social and Organizational Change -- Introduction -- Background -- Desperate Times Lead to Desperate Actions -- The Challenge -- Testing the Hypothesis -- Community Ownership of the Solution -- Discovering the Positive Deviants -- Positive Deviance Inquiry -- Designing the Intervention -- Discerning and Disseminating: Keeping Score and Scoring Another Six-Month Visa -- Same Paradigm, New Applications -- From Condoms to Corporations-PD Amplified -- From PD Practitioner to "Amplifier".

Conclusion -- Chapter Six: Restoring Hope During Times of Mistrust -- Executive Summary -- Introduction -- Whole-Scale™ in Action -- The Secrets to Unleashing Hope -- Purpose as the North Star -- Conclusion -- Chapter Seven: The Borderless Organization: Its Time Has Come -- Principles for Borderless Operation and Learning -- 1. Customer: Mutual Influence, Partnership, Transparent Interdependence, and Competent Relationships Are Essential in the Customer Experience -- 2. Globalization: What Happens Within Your Border Has an Impact on All Other Parts of Your World and Vice Versa -- 3. Nanotechnology: Utilize the Latest Nanotechnology to Process Relevant Data and Speed Interaction Among Essential Networks -- 4. Trust: Build Trusting and Credible Relationships with Those Who Most Need to Collaborate -- 5. Communication: Authentic Multidimensional Communication Breaks Down Silos and Removes Psychological Barriers to Oneness -- 6. Work Environment: Success is Not Taken for Granted -- People Are Obsessive About Creating a Happy Learning Environment -- 7. Strategic Networks or Adaptive Structures: The Command and Demand Hierarchical Structure is Consciously Destroyed and Replaced with Sensible, Agile Networks -- 8. Leadership Transformation: Leadership Walks the Talk in a Borderless Mindset -- 9. Talent Development: HR Policies and Practices Support a Borderless Organization -- 10. Organization Development: Facilitate Organization-Wide Learning with a Special Focus on One Team/One Vision So Borders Naturally Dissipate by Transforming an Internal Change Agent -- Conclusion -- Chapter Eight: The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point -- Middle Bashing Has a Long and Less Than Glorious History -- It's Not Personal -- Living in a World of Tearing -- The Space Can Do Us In -- Middles Losing Their Minds.

Living in a Tearing Condition Without Being Torn -- We're Not a Group -- Middle Peer Group Strategy -- Disperse and Integrate -- Overcoming the "I" Mentality -- Coda -- Chapter Nine: Words Matter: Build the Appreciative Capacity of Organizations -- Our Images and the Organizations We Live In -- Appreciation in Organizational Life -- Organizational Change -- An Appreciative Dynamic -- Building Blocks of Appreciative Inquiry -- The Power of Appreciation -- The Power of Inquiry -- Impact of Appreciative Inquiry Intervention -- Appreciative Inquiry at Roadway Express -- Plan an Appreciative Inquiry -- Affirmative Topic Choice -- Phase 1: Discover -- Phase 2: Dream -- Phase 3: Design -- Phase 4: Destiny -- Post-Summit Work -- The Benefits of Appreciative Inquiry -- Where to Find More Information -- Chapter Ten: Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come -- Whole System Transformation Work Seen Through a Polarity Lens -- The "Either/Or" Transformation Lens: Seeing Only Part of the Picture -- The "Both/And" Lens: Seeing the Whole Picture -- Tap Polarities: Get the Energy in Your Transformation Effort Working for You -- The Rich History and Exciting Future of Polarities -- The Ancient Wisdom in Polarities -- Polarities Have Been "Re-Discovered" Within Business -- The Polarity Map: Anatomy of a Wisdom Organizer for Transformation Work -- Navigating Your Way Through Key Polarities -- The Organization's Interests and Individual Employee Interests -- Conditional Respect and Unconditional Respect -- Logic and Emotion -- Short Term and Long Term -- How Polarity Thinking Can Supplement Your Transformation Work -- Leveraging the Energy in All Polarities: Seeing, Mapping, and Transforming -- Including Key Stakeholders -- Seeing -- Mapping -- Transforming 1: Assessing Present Realities -- Transforming 2: Taking Action Steps.

Getting Unstuck: A Five-Step Approach to Accelerating Transformation Work -- Polarity Thinking and Transformation: An Idea Whose Time has Come -- Chapter Eleven: Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change -- Today's Transforming World -- The Practice of Whole System Transformation -- What is WST? -- Elements of the Whole Systems Transformation Model -- Element 1: The Outcome: Organization Agility -- Element 2: Pre-Launch -- Element 3: Leadership Transformation -- Element 4: Critical Mass Transformation -- Element 5: Sustained Development -- Element 6: Transform Internal Change Agent -- Element 7: Establish a Real-Time Strategic Transformation Team -- Element 8: Change Foci -- Element 9: Communication -- Element 10: Thrill the Customer -- Element 11: Results -- Element 12: Action Research -- Part Two: Fundamentals of Leading Change -- Chapter Twelve: Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding -- Introduction -- Background -- The Cost of Loose Coupling Among Talk, Decision, and Action -- It is Not That Difficult to Defend an Opinion -- It is Much More Difficult to Really Understand One -- What Makes This Approach Different, Interesting, and Innovative? -- Metallic Briefcase or a Brown Roll of Paper -- Flashmarks: Highlighting the Hot Spots -- Using Questions for Helping the Birth of Ideas -- An Open Process -- Summary -- Chapter:Thirteen: Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? -- Introduction -- The Mutual Gains Approach to Negotiation -- Negotiation Capability is a Skill, Not a Gift -- There Is "Nothing So Practical as a Good Theory" -- Can One-time Training Help? Yes, But It Is Not Enough -- Negotiation Is an Organizational Not an Individual Task -- Coaching Advice to Senior Managers and Executives.

Conclusion.