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Terms of Engagement: Changing the Way We Change Organizations
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Artikel-Nr:
9781605094472
Veröffentl:
2010
Erscheinungsdatum:
01.10.2010
Seiten:
264
Autor:
Richard H. Axelrod
Gewicht:
386 g
Format:
235x156x19 mm
Sprache:
Englisch
Beschreibung:
Richard Axelrod is a founder of, and principal in, The Axelrod Group, Inc. a consulting firm focusing on employee-involvement to affect large-scale organizational change. Before forming The Axelrod Group, Dick was an organization development manager for General Foods, which was the first company in America to use self-directed work teams (a strategy whose philosophy made a great impact on the young manager). He now brings twenty-five years of consulting and teaching experience to his work, with clients including Boeing, Coca-Cola, Corning, First Union, Ford, Harley-Davidson, Hewlett-Packard, Intel, Kraft, and 3M.
Foreword author Peter Block is an organizational development guru and author of many successful books including Flawless Consulting and Community.
Foreword author Peter Block is an organizational development guru and author of many successful books including Flawless Consulting and Community.
Building engagement is crucial for every organization. But the traditional top-down coercive change management paradigm in which leaders light a fire under employees actually discourages engagement.
Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone not just select committees or working groups enthusiastically committed to organizational transformation. This revised edition features new interviews everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk and new neuroscience findings that support Axelrod s model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone not just select committees or working groups enthusiastically committed to organizational transformation. This revised edition features new interviews everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk and new neuroscience findings that support Axelrod s model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
Foreword
Preface
Introduction: Engagement Makes a Difference
Chapter 1. Why Change Management Needs Changing
Chapter 2. Engagement is the New Change Management
Chapter 3. Six Change Management Myths
Chapter 4. Lead with an Engagement Edge
Chapter 5. Leadership Conversations that Foster Engagement
Chapter 6. Widen the Circle of Involvement
Chapter 7. Connect People to Each Other
Chapter 8. Create Communities for Action
Chapter 9. Promote Fairness
Chapter 10. When Engagement Disengages: Some Words of Caution Before You Begin
Chapter 11. Design Work with Engagement Built In
Chapter 12. How to Start Where You Are
Chapter Reviews
Resources
-How to Build Trust
-A Brief History of the New Change Management
Works Cited
Acknowledgments
Index
About the Axelrod Group, Inc.
About the Author
Preface
Introduction: Engagement Makes a Difference
Chapter 1. Why Change Management Needs Changing
Chapter 2. Engagement is the New Change Management
Chapter 3. Six Change Management Myths
Chapter 4. Lead with an Engagement Edge
Chapter 5. Leadership Conversations that Foster Engagement
Chapter 6. Widen the Circle of Involvement
Chapter 7. Connect People to Each Other
Chapter 8. Create Communities for Action
Chapter 9. Promote Fairness
Chapter 10. When Engagement Disengages: Some Words of Caution Before You Begin
Chapter 11. Design Work with Engagement Built In
Chapter 12. How to Start Where You Are
Chapter Reviews
Resources
-How to Build Trust
-A Brief History of the New Change Management
Works Cited
Acknowledgments
Index
About the Axelrod Group, Inc.
About the Author