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.

Louis Carter is CEO and founder of Best Practice Institute (BPI) and concept innovator of the world's first 360-degree feedback tool on a social networking platform, skillrater.com. He and BPI were recognized as one of the top 15 in leadership development by Leadership Excellence magazine.

Roland Sullivan is one of the original 100 change agents. Mentored by Bennis, he has led change efforts with more than 1,000 organizations in 30 countries and taught in over 14 universities, including the most recognized change program in the world, Pepperdine University.

Marshall Goldsmith is widely recognized as one of the world's foremost authorities in helping leaders achieve positive, measurable change in behavior for themselves, their people, and their teams.

Dave Ulrich has been ranked by Business Week as the #1 management educator. He has also been listed in Forbes as one of the "world's top five" business coaches.

Norm Smallwood is president and co-founder of Results-Based Leadership, Inc. and is a recognized authority in developing businesses and their leaders to deliver results and increase value.

List of Figures, Tables, and Exhibits

Acknowledgments

Who Should Read This Book?

About This Book

How to Use This Book

Introduction by the Editors

Foreword by W. Warner Burke

PART I: Transformational and Large-Scale Change

Chapter One: Driving Change Through Career Models: An Operating System for Integrated Talent Management (David G. White, Jr.)

Chapter Two: Driving Cultural Transformation During Large-Scale Change (Wendy L. Heckelman, with Christina Garofano and Sheryl Unger)

Chapter Three: Leveraging Musical Experiential Learning for Organizational Impact (Paul Kwiecinski)

Chapter Four: Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management (William Q. Judge and R. Steven Terrell)

Chapter Five: Practice Positive Deviance for Extraordinary Social and Organizational Change (Jerry Sternin)

Chapter Six: Restoring Hope During Times of Mistrust (Mary Eggers and Lorri Johnson)

Chapter Seven: The Borderless Organization: Its Time Has Come (Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi)

Chapter Eight: The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point (Barry Oshry)

Chapter Nine: Words Matter: Build the Appreciative Capacity of Organizations (David Bright and David Cooperrider)

Chapter Ten: Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come (Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson)

Chapter Eleven: Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change (Roland L. Sullivan, William J. Rothwell, Louis Carter, Mary Jane B. Balasi)

PART II: Fundamentals of Leading Change

Chapter Twelve: Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding (Jodi Knox McGinnis)

Chapter Thirteen: Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? *(Lawrence Susskind)

Chapter Fourteen: Change Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches (Marshall Goldsmith, Howard Morgan, and Marc Effron)

Chapter Fifteen: Change Through Smart-Mob Organizing: Using Peer-by-Peer Practices to Transform Organizations (Liz Guthridge)

Chapter Sixteen: Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? (Ralph Jacobson)

Chapter Seventeen: How Nature Innovates: The Competitive Edge for Organizations (George Land and Greg Zlevor)

Chapter Eighteen: Liberating Structures: A Pattern Language for Engagement (Lisa Kimball)

Chapter Nineteen: Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity (Scott W. Ventrella)

Chapter Twenty: Meetings: Will You Choose Contentment or Greatness? (Dick Axelrod and Emily Axelrod)

Chapter Twenty-One: My Life on the Learning Curve (Marvin Weisbord)

Chapter Twenty-Two: Open Space Technology—And Beyond (Harrison Owen)

Chapter Twenty-Three: Rethinking Scale in Organizational Change (David Sibbet)

Chapter Twenty-Four: Ten Principles for Changing the World One Meeting at a Time (Marvin Weisbord and Sandra Janoff)

Chapter Twenty-Five: The Philosophic Change Champion: Philosophy in a New Era (Peter Koestenbaum)

Chapter Twenty-Six: Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning (Steve Barnett)

Chapter Twenty-Seven: Value Diversity and Inclusion: Leveraging Differences for Bottom-Line Success (Judith H. Katz)

PART III: Transformational Leadership and Sustaining Results

Chapter Twenty-Eight: Changing Organizational Culture Through Clear Leadership (Gervase R. Bushe and James O’Malley)

Chapter Twenty-Nine: Crucial Conversations, Transformational Moments, and Real Organizational Change (Larry Peters and Joseph Grenny)

Chapter Thirty: Develop Leaders Who Build Market Value—The Right Results, the Right Way (Norm Smallwood and Dave Ulrich)

Chapter Thirty-One: Developing Organization Change Champions Throughout the Organization (D.D. Warrick)

Chapter Thirty-Two: Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” (Harvey A. Hornstein and Eric C. Marcus)

Chapter Thirty-Three: Keep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture (Ivy Ross and David Kuehler)

Chapter Thirty-Four: Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values (William J. Rothwell)

Chapter Thirty-Five: Managing Organizational Emotional Alignment for Exceptional Business Performance Results (Deborah Rozman and Doc Childre)

Chapter Thirty-Six: The Role of Leadership in the Management of Organizational Transformation and Learning (Edgar H. Schein)

Chapter Thirty-Seven: You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs (John Sullivan)

PART IV: Case Studies of Change Methods in Action

Chapter Thirty-Eight: Case Study 1: Action Learning in Action: Crack the Code at Bank of America (Eryn O’Brien and Steve Terrell)

*Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-Seven

Chapter Thirty-Nine: Case Study 2: Appreciative Inquiry in Action: Telefonica (Ilma Barros and David Bright)

*Associated with Chapter Nine

Chapter Forty: Case Study 3: Culture Change in Action: Twelve Months Without Buy-In (Mark Samuel)

*Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-Three

Chapter Forty-One: Case Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics (Laurence Smith)

*Associated with Chapter Thirty

Chapter Forty-Two: Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation (Matt Robbins and Sibyl Cryer)

*Associated with Chapter Thirty-Five

Chapter Forty-Three: Case Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University (Christine Koehler and Christopher Schoch)

*Associated with Chapter Twenty-Two

Chapter Forty-Four: Case Study 7: Transformational Change Moments in Action: South Texas Project VitalSmarts, LLC

*Associated with Chapter Twenty-Nine

Chapter Forty-Five: Case Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and BBC News (Greg Page and Julie Beedon)

*Associated with Chapter Ten

References and Suggested Readings

Index

About the Contributors

About Best Practice Institute