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Index
Table of Contents
1 Why MostChanges Fail Four Of The Biggest Mistakes Leaders Make There is Good News 2 The Stages of a Successful Change and What Disrupts It
THE CYCLE OF CHANGE
WHAT DISRUPTS FORWARD MOVEMENT THE STAGES OF CHANGE CREATING CONDITIONS FOR CHANGE BRIDGING THE GAP PART I KNOWING WHAT TO DO 3 Why People Support You and Why They Resist
WHAT IS RESISTANCE? WHY PEOPLE RESIST YOU LEVEL 1: I DON’T GET IT
LEVEL 2: I DON’T LIKE IT LEVEL 3: I DON’T LIKE YOU THE POSITIVE SIDE OF THE THREE LEVELS HOW TO RECOGNIZE RESISTANCE BRIDGING THE GAP An Interview with Peter Block 4 The Danger of Knee-Jerk Reactions
KNEE-JERK REACTIONS
WHY THE KNEE-JERKS SELDOM WORK WORKING WITH YOUR OWN KNEE-JERK REACTIONS BRIDGING THE GAP An Interview with Geoffrey Bellman 5 Ignore the Context at Your Peril
WHY WE MISS THE CONTEXT BAD APPLES OR BAD BARRELS? LOOKING AT THE CONTEXT BRIDGING THE GAP
PART II Bridging the Knowing-Doing Gap 6 How to Make a Compelling Case for Change
WHAT MOST SUCCESSFUL CHANGES HAVE IN COMMON WHAT DOES IT MEAN TO MAKE A CASE FOR CHANGE? WHAT TO AVOID WHAT IT TAKES TO MAKE A COMPELLING CASE
BRIDGING THE GAP HOW YOU KNOW YOU’VE MADE A COMPELLING CASE 7 How to Get Started on the Right Foot
WHAT DOES IT MEAN TO GET STARTED ON THE RIGHT FOOT? WHAT TO AVOID WHAT IT TAKES TO GET STARTED ON THE RIGHT FOOT BRIDGING THE GAP HOW YOU KNOW YOU’VE STARTED ON THE RIGHT FOOT An interview with Carolyn Lukensmeyer
8 How to Keep Change Alive
WHAT DOES IT MEAN TO KEEP CHANGE ALIVE? THINGS TO AVOID WHAT IT TAKES TO KEEP CHANGE ALIVE Contract with Other Leaders BUILDING CAPACITY FOR THE NEXT TIMEAND THE TIME AFTER THAT
THE POSSIBILIY OF AN ORGANIZATIONWHERE CAPACITY FOR CHANGE IS A GIVEN BRIDGING THE GAP HOW TO TELL WHEN YOU’VE SUCCEEDED IN KEEPING CHANGE ALIVE
9 Getting Backon Track
WHAT IT MEANS TO GET BACK ON TRACK WHAT TO AVOID
WHAT IT TAKES TO GET BACK ON TRACK
BRIDGING THE GAP HOW YOU CAN TELL YOU ARE BACK ON TRACK
An Interview with Margaret Wheatley PART III Narrowing theGap theNext Time 10 Expanding YourAbility to Apply What You’ve Learned
WORKING WITH YOUR OWN TEAM EVALUATING AN APPROACH TO CHANGE
WORKING WITH CONSULTANTS
CHOOSING SOMEONE TO LEAD A PROJECT SUPERVISING SOMEONE WHO IS LEADING A CHANGE GUIDING YOUR OWN ACTIONS
11 Moving Toward Mastery
SHIFT YOUR INTENTION, CHANGETHE OUTCOME
An Interview with Robert Kegan and Lisa Laskow Lahey
BUILDING THE SKILLS YOU NEED
GETTING THE SUPPORT YOU NEED TOPRACTICE DELIBERATELY
Endnotes Resources Toolkit Index Index Acknowledgments About the Author Order Information
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