Efnisyfirlit

• Front Matter
  • More Praise for the Second Edition of Beyond Change Management
  • About Pfeiffer
  • Premium Content for Beyond Change Management
  • Preface
  • Acknowledgments
• Introduction
  • A Multi-Dimensional, Process Approach
    • Figure I.1. The Conscious Change Leader Accountability Model
    • Figure I.2. The Four Quadrants of Conscious Change Leader Accountability
  • Our Audience
  • A Larger Body of Work
  • Structure of this Book
  • Endnote
• Section 1 A Call for Conscious Change Leaders
  • Chapter 1 Achieving Breakthrough Results from Change
    • Figure 1.1. Breakthrough Results
    • Common Perspectives and Mistakes in Leading Change
      • Exhibit 1.1. Common Mistakes in Leading Transformation
      • Levels of Success
        • Figure 1.2. Levels of Success
      • Three Critical Focus Areas of Change Leadership
        • Figure 1.3. Three Critical Focus Areas of Change Leadership
        • Exhibit 1.2. What Level of Success Are You Seeking?
        • Exhibit 1.3. What Common Mistakes Is Your Organization Making?
      • Implications for Change Leaders
    • Summary
    • Endnote
  • Chapter 2 The Drivers of Change
    • The Drivers of Change
      • Figure 2.1. The Drivers of Change Model
      • Case-in-Point
        • Executive Briefing
          • Environmental Forces
          • Marketplace Requirements for Success
          • Business Imperatives
          • Organizational Imperatives
          • Cultural Imperatives
          • Leaders and Employee Behavior
          • Leader and Employee Mindset
    • Using the Drivers of Change Model
      • Exhibit 2.1. What Is Driving Your Organization's Change?
    • The Evolution of Change and the Required Expansion of Leadership Awareness and Attention
      • The History of Organization Change
        • Case-in-Point
    • Summary
    • Endnote
  • Chapter 3 Three Types of Organizational Change
    • Developmental Change
      • Figure 3.1. Three Types of Organization Change
      • Table 3.1. Matrix of the Three Types of Organization Change
    • Transitional Change
      • Examples of Transitional Change
      • Strategies for Managing Transitional Change
    • Transformational Change
      • The Transformation Process
        • Mindset Shifts Catalyze Transformation
      • Transformation Requires Learning and Correcting Course
        • Figure 3.2. The Journey of Transformation
      • Human Dynamics in Transformation
      • Maintaining a Sense of Stability in the Chaos
        • Case-in-Point
      • Personal Introspection in Transformation
    • Determining the Type of Change Taking Place
      • Figure 3.3. Relationship of the Types of Change
    • Transformation and the Conscious Change Leader Accountability Model
      • Exhibit 3.1. Determining the Types of Change
    • Summary
    • Endnote
  • Chapter 4 Two Leadership Approaches to Transformation
    • Two Approaches to Transformation
      • Conscious Versus Unconscious
        • Experience Conscious Awareness
      • The Value and Cost of Autopilot
      • Developing Conscious Awareness
      • The Four Sights
      • Conscious Awareness, Learning, and Performance
        • Tools to Develop Conscious Awareness
        • Figure 4.1. Competency Model3
    • The Choice to Be a Conscious Change Leader
      • Wake-Up Calls to Conscious Change Leadership
        • Figure 4.2. Wake-Up Calls to Conscious Change Leadership
        • Case-in-Point
    • The Autopilot Approach
      • Impact on Employee Morale
    • The Conscious Approach
    • Supporting Others to Conscious Change Leadership
      • Exhibit 4.1. Change Leadership Development Assessment
    • Summary
    • Endnotes
  • Chapter 5 Building Organizational Change Capability
    • Change Capability: A Key Twenty-First Century Competitive Advantage
      • Figure 5.1. The Impact of Change Capability
    • Change: The New Strategic Discipline
      • 1. Enterprise Change Agenda
        • Case-in-Point
        • Exhibit 5.1. Enterprise Change Agenda Needs Assessment
      • 2. Common Change Process Methodology
      • 3. Change Infrastructure
        • Sample Change Infrastructure Elements
      • 4. Strategic Change Center of Excellence
      • 5. The Strategic Change Office (SCO)
        • Functions and Benefits of the SCO
          • People and Process Expertise
        • Leading the SCO: The Role of the Chief Change Officer
    • Summary
    • Section One Summary
• Section 2 People Dynamics
  • Chapter 6 Human Dynamics: From Resistance to Commitment
    • People are Multi-Dimensional
      • Ego
      • Being
    • Core Human Needs
      • Definitions of Core Needs
        • Exhibit 6.1. Core Human Needs
      • How We Discovered Core Needs
      • Exhibit 6.2. How You Might Inadvertently Trigger Core Needs
      • Exhibit 6.3. Assessing Your Change Strategy and Plan
    • Higher Core Needs
      • Table 6.1. Employee Retention Research
      • Case-in-Point
    • Emotional Transitions
      • Figure 6.1. Resistance to Commitment
      • Figure 6.2. Comparing Transition Models
    • The Transformational Shift: From Resistance To Commitment
      • Case-in-Point
      • Guidelines for Supporting the Transformational Shift
    • Summary
    • Endnotes
  • Chapter 7 The Role and Impact of Mindset
    • What is Mindset?
      • Mindset Is Causative
        • Figure 7.1. The Self Mastery Model
      • The Impact of Mindset on Perception
        • Figure 7.2. The Seamless Connection Between Mindset and Reality
      • The Impact of Mindset on State of Being
        • Figure 7.3. Reticular Activating System
        • Way of Being
      • The Impact of Mindset on Performance
        • Table 7.1. Fundamental Law of Individual Success
        • Case-in-Point
    • Self-Mastery
      • Self-Mastery Techniques
      • Case-in-Point
    • Personal Empowerment and Responsibility
      • Co-Creative Way of Being
        • Exhibit 7.1. Co-Creative Ways of Being
      • Awareness: The Foundation of Self-Mastery
        • Exhibit 7.2. Assessing Your Ways of Being
    • Walking the Talk of Change
    • Summary
    • Endnotes
  • Chapter 8 The Role and Impact of Culture
    • What is Culture?
      • Indicators of Culture
        • Exhibit 8.1. Typical Indicators of Culture
        • Exhibit 8.2. Indicators of Culture
    • The Impacts of Culture on Performance
      • Table 8.1. Fundamental Law of Organizational Success
      • Types of Cultures
        • Exhibit 8.3. Commonly Stated Cultural Attributes of High-Performing and Low-Performing Teams
        • Table 8.2. Three Types of Organizational Cultures
    • Transforming Culture
      • Culture Change Conditions for Success
      • Culture Change and the Conscious Change Leader Accountability Model
        • Case-in-Point: Hospital System
        • Case-in-Point: Electric Utility
    • Being First's Approach to Transforming Culture
      • Exhibit 8.4. Being First's Approach to Transforming Culture
      • Pursuing Level Five Success: Change Capability
    • Summary
    • Endnotes
• Section 3 Process Dynamics
  • Chapter 9 Conscious Process Thinking
    • Differentiating Among Uses of the Word “Process”
      • Business Processes
      • Human Processes
    • Our Definition and View of Process
    • The Multi-Dimensional Nature of Process
      • Case-in-Point
    • An Evolving Orientation to Process
      • Project Thinking
      • Systems Thinking
      • Conscious Process Thinking
        • Applications of Project Thinking, Systems Thinking, and Conscious Process Thinking
          • Project Thinking
          • Systems Thinking
          • Conscious Process Thinking
    • Tools of the Thinking Orientations
      • Project Management Methodologies
      • Systems Diagrams
      • Change Process Models
    • Summary
    • Endnote
  • Chapter 10 Change Process Models
    • Change Framework Versus Change Process Models
      • Figure 10.1. The Conscious Change Leader Accountability Model1
    • The Change Process Model as a Conscious Thinking Discipline
    • Transformation as a Fullstream Process
      • Figure 10.2. Fullstream Transformation Model
      • Upstream
      • Midstream
      • Downstream
    • The Change Leader's Roadmap
      • Figure 10.3. The Change Leader's Roadmap
      • Structure of The Change Leader's Roadmap
        • Figure 10.4. The Change Leader's Roadmap in Action
        • Figure 10.5. The Change Leader's Roadmap As a Fullstream Process
        • Figure 10.6. The Change Leader's Roadmap—Activity Level
      • There Is No Cookbook for Transformation!
      • Conscious Change Process Design and Facilitation
      • Change Leadership Styles and Their Influence on Change Facilitation
        • Exhibit 10.1. Conscious Change Process Design Requirements
      • Comparing Your Experience with Other Change Models
        • Exhibit 10.2. Comparing Other Change Models with The Change Leader's Roadmap
    • Summary
    • Endnote
• Section 4 Answering the Call to Conscious Change Leadership
  • Chapter 11 Answering the Call
    • A Review of Our Journey
    • Commiting to Being a Conscious Change Leader
    • Co-Creating a Better World
• Back Matter
  • Bibliography
  • About the Authors
  • Index

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