Inclui índice.

Getting started I - Orientation 1. Toward an Altas of Organizational Change 2. The Life Cycle of Typical Change Initiatives 3. The Leadership of Profound Change 4. The Challenges of Profound Change 5. How to Read This Book II - Generating profound change 1. Establishing a Pilot Group 2. The Growth Processes of Profound Change 3. Rethinking Time 4. Limits Ahead The challenges of initiating III - Not enought time 1. The Challenge 2. Culture Change at General Electric 3. Five Ways to Create Time 4. Minimal Intervention 5. Barking and Nonbarking Dogs 6. Managing a Practice Field 7. Integrating Work and Personal Life ... in Practice IV - No help (coaching and support) 1. The Challenge 2. From Golf to Polo 3. A Cadre of Coaches 4. Climbing Out of the Muck 5. Precepts for Mentors 6. A Strategy for Building Competence 7. Five Kinds of Systems Thinking 8. Aikido for Change Leaders 9. Music, Listening, and Freedom V - Not relevant 1. The Challenge 2. The Case for Change at Visteon 3. "What Are We Doing This For?" 4. A Light Touch and a Long View 5. The Pinecone Strategy 6. Learning What We're Worth 7. Open-Book Management 8. After Fixing the Crisis 9. The History Map 10. Four Futures for a Change Initiative 11. Practicing Relevance VI - Walking the talk 1. The Challenge 2. The Executive Leader's Perspective 3. How to "Walk the Talk" Without Falling Off a Cliff 4. "... As one of the first black engineers in South Africa ..." 5. "How Are We Hindering Our Management?" 6. Reflections for an Executive Leader The challenges of sustaining transformation VII - Fear and anxiety 1. The Challenge 2. Gray Stamps 3. Unilateral Control 4. When Good People Do Terrible Things... 5. A safe Place for "Not Knowing" 6. Heroic Modes 7. Unraveling the Konts from Your "Family of Origin" 8. Beyond "Winners and Losers" VIII - Assessment and Measurement 1. The Challenge 2. Moving Upstream from Measurement 3. Measuring to Report ... or to Learn? 4. Cracking the "Black Box" of a learning Initiative Assessment 5. Performance Dashboards IX - True Believers and Nonbelievers 1. The Challenge 2. How to Ser the Stage for a Change in Organizational Culture 3. Infectious Commitment 4. Infectious Commitment 5. The Perils of Shared Ideals The Challenges of Redesigning and Rethinking X - Governance 1. The Challenge 2. Community of Companies 3. Interdependence at Shell 4. From Control to Clarity 5. Visa International 6. "Learning Shareholders..." 7. Cultural Due Diligence 8. Redesigning an Airplane in Midflight XI - Diffusion 1. The Challenge 2. The Organizational Learning Cycle 3. BP's Pacesetter Network 4. The School for Managing 5. Bootatrap Principles 6. On-line Engagement 7. Learning Histories 8. A "World-Class" Reflective Pratice Field 9. What Are "Communities of Practice"? 10. Watershed Events XII - Strategy and Purpose 1. The Challenge 2. Managing the Horizon 3. Asking Big Questions 4. Scenarios for Changing the World 5. Strategy as Conversation 6. Sustainable Innovation 7. Sustainable Innovation 8. After the Rainforest 9. Electricity for All 10. Conscious Oversight Endnoter 1. Leadership in the World of the Living 2. Acknowledgments 3. About the Authors 4. How to get in Touch with the Creators of This Book

The team that wrote the Fifth Discipline Fieldbook--which showed business how to build learning organizations--now explains how to sustain organizational change to produce long-term results