The Change Champion Field Guide Strategies and Tools for Leading Change in Your Organization Strategies and Tools for Leading Change in Your Organization 2nd Edition by Louis Carter, Roland Sullivan, Marshall Goldsmith, Dave Ulrich, Norm Smallwood ISBN 1118416376 9781118416372

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ISBN 10: 1118416376 
ISBN 13: 9781118416372
Author: Louis Carter, Roland L. Sullivan, Marshall Goldsmith, Dave Ulrich, Norm Smallwood

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.

The Change Champion Field Guide Strategies and Tools for Leading Change in Your Organization Strategies and Tools for Leading Change in Your Organization 2nd Table of contents:

Part One: Transformational and Large-Scale Change
Chapter One: Driving Change Through Career Models
HR and Business Transformation
Integrated Talent Management Based on Career Models
An Employee Engagement Framework
A Foundation for Strategic Workforce Analytics
Is It Working?
Lessons Learned
Conclusion
Chapter Two: Driving Cultural Transformation During Large-Scale Change
Introduction
Conclusion
Chapter Three: Leveraging Musical Experiential Learning for Organizational Impact
Chapter Four: Navigating the White Water of Organization-Wide Change
Reasons for Change Initiative Failure
Principles for Bringing about Organization-Wide Change
Practicing the Principles Through Simulated Experience
Chapter Five: Practice Positive Deviance for Extraordinary Social and Organizational Change
Introduction
Background
The Challenge
Testing the Hypothesis
Community Ownership of the Solution
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
Conclusion
Chapter Seven: The Borderless Organization
Principles for Borderless Operation and Learning
Conclusion
Chapter Eight: The Costs of System Blindness and the Possibilities of System Sight
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
Middle Peer Group Strategy
Coda
Chapter Nine: Words Matter
Our Images and the Organizations We Live In
Building Blocks of Appreciative Inquiry
Impact of Appreciative Inquiry Intervention
Plan an Appreciative Inquiry
The Benefits of Appreciative Inquiry
Chapter Ten: Whole System Transformation Through a Polarity Lens
Whole System Transformation Work Seen Through a Polarity Lens
Tap Polarities: Get the Energy in your Transformation Effort Working for you
The Rich History and Exciting Future of Polarities
Navigating your Way Through Key Polarities
Leveraging the Energy in all Polarities: Seeing, Mapping, and Transforming
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
Today’s Transforming World
The Practice of Whole System Transformation
Elements of the Whole Systems Transformation Model
Part Two: Fundamentals of Leading Change
Chapter Twelve: Be a Skilled Communicator
Introduction
Background
What Makes This Approach Different, Interesting, and Innovative?
Summary
Chapter Thirteen: Build Expert Negotiators
Introduction
Conclusion
Chapter Fourteen: Change Leadership Behavior
The Five Organizations and their Approaches
Five Key Learnings
Implications for Leadership Development
Chapter Fifteen: Change Through Smart-Mob Organizing
Executive Summary
Suggestions for putting Peer-by-Peer Practices into Place
Implications for Change Sponsors and Other Leaders
Chapter Sixteen: Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change?
Introduction
Leader’s Toolbox® Approach
Leadership Tools
Conclusion
Chapter Seventeen: How Nature Innovates
Introduction
Natural Wisdom
Change Changes
Rules for Success
The Process
Navigating Phase III
Conclusion
Chapter Eighteen: Liberating Structures
What is a Pattern Language?
Conclusion
Chapter Nineteen: Maintain the Highest Ethics and Integrity
The Ethics Landscape
Total Organizational Integrity
Individual Integrity
Conclusion
Chapter Twenty: Meetings
Meetings Matter
Make the most of Your Meeting Opportunities
Chapter Twenty-One: My Life on the Learning Curve
Revisiting Lewinian Action Research
A New Myth: Learning from Experience
Change My Myths, Change My Practice
Chapter Twenty-Two: Open Space Technology—And Beyond
Conclusion
Chapter Twenty-Three: Rethinking Scale in Organizational Change
Seven Types of Mental Models
Discovering the Theory of Process
Looking at Team Process
Jumping to Thinking at an Organizational Scale
Chapter Twenty-Four: Ten Principles for Changing the World One Meeting at a Time
Introduction
Six Principles for Managing Structure
Four Principles for Managing our own Behavior
Conclusion
Chapter Twenty-Five: The Philosophic Change Champion
Tutorial for a World That Works
Who We Are
Principles
What is Root-Cause Analysis?
Going Forward, your self is your Instrument and your Organization is your Vehicle—in How you Show up in the World. Are You Ready?
Out of a Job?
Your New Mind for the Post–it Age
Translation
Bringing it all Together
The Structure of Free Will
Authenticity in Leadership: The power of Free Will
Ask Yourself, “What is Happiness?”
Why Happiness
Supplement
At the edge of that which Is
The Edge of Thought
Chapter Twenty-Six: Understand and Apply Sociology and Anthropology
What’s New?
Need for Innovation
Anthropological Research Strategies
Scenario Planning
Customized Consumer Panels
Emerging Technologies and Outsourcing
Scenario-Based Futures of Consumer Research
Chapter Twenty-Seven: Value Diversity and Inclusion
Introduction
Conclusion
Part Three: Transformational Leadership and Sustaining Results
Chapter Twenty-Eight: Changing Organizational Culture Through Clear Leadership
The Clear Leadership Model
Moving it Down and Changing the Organization’s Culture
The Clear Leadership Model in More Depth
Chapter Twenty-Nine: Crucial Conversations, Transformational Moments, and Real Organizational Change
Introduction: What Should we Change?
The Pivot Point
Putting a Spotlight on the Human Barriers to Change
Change Me—Change Us
One More Benefit—We Become Smarter!
Conclusion
Chapter Thirty: Develop Leaders Who Build Market Value
Steps for Change Management
Conclusion
Chapter Thirty-One: Developing Organization Change Champions Throughout the Organization
The Urgent Need to Develop Skills in Managing Change
Why Few Changes Succeed and a High-Payoff Alternative
The Roles of Organization Change Champions
Guidelines for Training and Utilizing Organization Change Champions
Conclusion
Chapter Thirty-Two: Early Traps in Consulting Efforts
Introduction
The Messianic Form
The Doomsday Form
The Counter-Dependence Form
Conclusion
Chapter Thirty-Three: Keep Good Company
Introduction
Project Platypus
Thirteen Ways to a Sustainable Creative Culture
The Individual and the Group
An Evolving Culture
Chapter Thirty-Four: Manage Your Work and Values
Introduction
The Call to Action
Defining Succession Management
Managing Work
Managing Values and Ethics
Conclusion
Chapter Thirty-Five: Managing Organizational Emotional Alignment for Exceptional Business Performance Results
Introduction
Emotional Mismanagement
The Stress Effect
Revitalizing Performance While Reducing Stress
Assessment Instrument
Organizational Cost Savings
The Role of the Heart in Heartmath Interventions
Harnessing the Power of the Heart
Measuring Organizational Alignment
Business Heart
Coherence as a Key Performance Indicator
Conclusion
Chapter Thirty-Six: The Role of Leadership in the Management of Organizational Transformation and Learning
Learning Anxiety and Survival Anxiety
What Leaders Should not Do—Increase Survival Anxiety
What Leaders Should Do—Decrease Learning Anxiety
How Can Leaders Increase Psychological Safety?
Conclusion
Chapter Thirty-Seven: You Can’t Become a Champion Unless You Keep Score
Introduction
The Benefits of Metrics
The Top Ten Reasons Why HR Should Utilize Metrics
Other Reasons Why HR and Talent Management must Champion the use of Metrics
Understanding Why HR Metric Efforts have Produced Limited Results
Steps in Developing Metrics
Conclusion
Part Four: Case Studies of Change Methods in Action
Chapter Thirty-Eight: Case Study 1: Action Learning in Action
Crack the Code Objectives and Approach
Overall Process
Implementation and Key Findings
Measurement and Analysis
Metrics and Implications for Learning Analyses
Recommendations
Key Learnings
Conclusion
Chapter Thirty-Nine: Case Study 2: Appreciative Inquiry in Action
Chapter Forty: Case Study 3: Culture Change in Action
An Accountability-Based Approach to Change and Culture Transformation
Phase 1: An Accountability Assessment
Phase 2: Culture Change Based on Cross-Functional Accountability
Epilogue
Chapter Forty-One: Case Study 4: Developing Leaders in Action
Building the Business Case
Being the Change you want to See
Summary
Chapter Forty-Two: Case Study 5: Emotional Intelligence in Action
Background and Objectives
Project Implementation
Outcomes
Next Steps
Chapter Forty-Three: Case Study 6: Open Space in Action
A Search for a Strong Identity
Opening Space in a Solid Container
The Longer-Lasting Impact
Chapter Forty-Four: Case Study 7: Transformational Change Moments in Action
The Challenge
The Path Forward
Results
Chapter Forty-Five: Case Study 8: Whole System Transformation and Polarity in Action
BBC News
Presenting Issues
Key Events
Recommendations
Sustained Impact
References and Suggested Readings
Name Index
Subject Index
About the Contributors
About Best Practice Institute

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