Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
Getting Started | |
Orientation | |
Toward an Atlas of Organizational Change | p. 3 |
The Life Cycle of Typical Change Initiatives | p. 5 |
The Leadership of Profound Change | p. 10 |
The Challenges of Profound Change | p. 21 |
How to Read This Book | p. 34 |
Generating Profound Change | |
Establishing a Pilot Group | p. 39 |
The Growth Processes of Profound Change | p. 42 |
Rethinking Time | p. 57 |
Limits Ahead | p. 60 |
The Challenges of Initiating | |
Not Enough Time | |
The Challenge | p. 67 |
Culture Change at General Electric | p. 74 |
Five Ways to Create Time | p. 82 |
Minimal Intervention | p. 85 |
Barking and Nonbarking Dogs | p. 87 |
Managing a Practice Field | p. 91 |
Integrating Work and Personal Life ... in Practice | p. 95 |
No Help (Coaching and Support) | |
The Challenge | p. 103 |
From Golf to Polo | p. 108 |
A Cadre of Coaches | p. 111 |
Climbing Out of the Muck | p. 120 |
Precepts for Mentors | p. 128 |
A Strategy for Building Competence | p. 133 |
Five Kinds of Systems Thinking | p. 137 |
Aikido for Change Leaders | p. 149 |
Music, Listening, and Freedom | p. 152 |
Not Relevant | |
The Challenge | p. 159 |
The Case for Change at Visteon | p. 164 |
"What Are We Doing This For?" | p. 166 |
A Light Touch and a Long View | p. 167 |
The Pinecone Strategy | p. 174 |
Learning What We're Worth | p. 177 |
Open-Book Management | p. 181 |
After Fixing the Crisis | p. 183 |
The History Map | p. 186 |
Four Futures for a Change Initiative | p. 187 |
Practicing Relevance | p. 190 |
Walking the Talk | |
The Challenge | p. 193 |
The Executive Leader's Perspective | p. 203 |
How to "Walk the Talk" Without Falling Off a Cliff | p. 214 |
"... As one of the first black engineers in South Africa ..." | p. 221 |
"How Are We Hindering Our Management?" | p. 227 |
Reflections for an Executive Leader | p. 229 |
The Challenge of Sustaining Transformation | |
Fear and Anxiety | |
The Challenge | p. 241 |
Gray Stamps | p. 251 |
Unilateral Control | p. 252 |
When Good People Do Terrible Things... | p. 254 |
A Safe Place for "Not Knowing" | p. 260 |
Heroic Modes | p. 262 |
Unraveling the Knots from Your "Family of Origin" | p. 269 |
Beyond "Winners and Losers" | p. 274 |
Assessment and Measurement | |
The Challenge | p. 281 |
Moving Upstream from Measurement | p. 291 |
Measuring to Report...or to Learn? | p. 298 |
Cracking the "Black Box" of a Learning Initiative Assessment | p. 303 |
Performance Dashboards | p. 313 |
True Believers and Nonbelievers | |
The Challenge | p. 319 |
How to Set the Stage for a Change in Organizational Culture | p. 334 |
Infectious Commitment | p. 344 |
Heretical Tactics | p. 346 |
The Perils of Shared Ideals | p. 350 |
The Challenges of Redesigning and Rethinking | |
Governance | |
The Challenge | p. 361 |
Community of Companies | p. 380 |
Interdependence at Shell | p. 384 |
From Control to Clarity | p. 388 |
Visa International | p. 391 |
"Learning Shareholders..." | p. 397 |
Cultural Due Diligence | p. 402 |
Redesigning an Airplane in Midflight | p. 404 |
Diffusion | |
The Challenge | p. 417 |
The Organizational Learning Cycle | p. 435 |
BP's Pacesetter Network | p. 444 |
The School for Managing | p. 450 |
Bootstrap Principles | p. 453 |
On-line Engagement | p. 456 |
Learning Histories | p. 460 |
A "World-Class" Reflective Practice Field | p. 470 |
What Are "Communities of Practice"? | p. 477 |
Watershed Events | p. 480 |
Strategy and Purpose | |
The Challenge | p. 487 |
Managing the Horizon | p. 504 |
Asking Big Questions | p. 506 |
Scenarios for Changing the World | p. 511 |
Strategy as Conversation | p. 518 |
Strategic Transformation at Royal Dutch/Shell | p. 523 |
Sustainable Innovation | p. 529 |
After the Rainforest | p. 536 |
Electricity for All | p. 539 |
Conscious Oversight | p. 545 |
Endnotes | |
Leadership in the World of the Living | p. 557 |
Acknowledgments | p. 570 |
About the Authors | p. 575 |
How to Get in Touch with the Creators of This Book | p. 578 |
Index | p. 581 |
Owner Registration Form | p. 597 |
Table of Contents provided by Syndetics. All Rights Reserved. |
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
Excerpted from The Dance of Change: The Challenges to Sustaining Momentum in a Learning Organization by Peter M. Senge, Charlotte Roberts, Richard B. Ross, Bryan Smith, George Roth, Art Kleiner
All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.