The Change Champions Field Guide: Strategies and Tools for Leading Change in Your Organization

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 a winning leadership development initiative. In forty-five chapters, the guide's contributors (widely recognized as the "change champions" and leaders in the fields of organizational change and leadership development) explore the attributes that define an effective change leader including openness to learning and collaboration, humility, innovation, creativity, high regard for people's needs and perspectives, and a passion for sustainable change. The Change Champion's Field Guide examines the topic of leadership and change into four main topics and includes: Key elements of leading successful and results-driven change Tools, models, instruments, and strategies for leading change Critical success factors and critical failure factures Trends and research on innovation, change, and leadership Guidelines on how to design, implement, and evaluate change and leadership initiatives This second edition also includes fresh case studies that highlight leading companies who are implementing successful change in innovative and inspired ways. Praise for The Change Champion's Field Guide, Second Edition "Written by founders in the field, this new edition is easily one of the best and most practical resources for implementing individual, team, and organizational change. Both internal and external change agents should adopt the sage advice in this book and champion change!" —Brian Fishel, senior vice president, Enterprise Leadership Development, Bank of America "These renowned authors provide superb collections of experiences, insight, and tools to help you successfully navigate and lead change. Very timely reference manual for us all!" —Dan Hawkins, vice president, Human Resources & Communications, Ingersoll Rand

List of Figures, Tables, and Exhibits xi Acknowledgments xvii Who Should Read This Book? xix About This Book xxiii How to Use This Book xxv Introduction by the Editors xxix Foreword by W. Warner Burke xxxiii PART ONE Transformational and Large–Scale Change CHAPTER ONE Driving Change Through Career Models: An Operating System for Integrated Talent Management 3 David G. White, Jr. CHAPTER TWO Driving Cultural Transformation During Large–Scale Change 29 Wendy L. Heckelman, with Christina Garofano and Sheryl Unger CHAPTER THREE Leveraging Musical Experiential Learning for Organizational Impact 38 Paul Kwiecinski CHAPTER FOUR Navigating the White Water of Organization–Wide Change: Best Practice Principles for Change Management 51 William Q. Judge and R. Steven Terrell CHAPTER FIVE Practice Positive Deviance for Extraordinary Social and Organizational Change 73 Jerry Sternin CHAPTER SIX Restoring Hope During Times of Mistrust 95 Mary Eggers and Lorri Johnson CHAPTER SEVEN The Borderless Organization: Its Time Has Come 107 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 120 Barry Oshry CHAPTER NINE Words Matter: Build the Appreciative Capacity of Organizations 131 David Bright and David Cooperrider CHAPTER TEN Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come 148 Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson CHAPTER ELEVEN Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change 178 Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi PART TWO Fundamentals of Leading Change CHAPTER TWELVE Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding 205 Jodi Knox McGinnis CHAPTER THIRTEEN Build Expert Negotiators: What Do We Know About Training World–Class Negotiators? 221 Lawrence Susskind CHAPTER FOURTEEN Change Leadership Behavior: The Impact of Co–Workers and the Impact of Coaches 236 Marshall Goldsmith, Howard Morgan, and Marc Effron CHAPTER FIFTEEN Change Through Smart–Mob Organizing:Using Peer–by–Peer Practices to Transform Organizations 246 Liz Guthridge CHAPTER SIXTEEN Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? 267 Ralph Jacobson CHAPTER SEVENTEEN How Nature Innovates: The Competitive Edge for Organizations 286 George Land and Greg Zlevor CHAPTER EIGHTEEN Liberating Structures: A Pattern Language for Engagement 300 Lisa Kimball CHAPTER NINETEEN Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity 314 Scott W. Ventrella CHAPTER TWENTY Meetings: Will You Choose Contentment or Greatness? 328 Dick Axelrod and Emily Axelrod CHAPTER TWENTY–ONE My Life on the Learning Curve 338 Marvin Weisbord CHAPTER TWENTY–TWO Open Space Technology—And Beyond 347 Harrison Owen CHAPTER TWENTY–THREE Rethinking Scale in Organizational Change 357 David Sibbet CHAPTER TWENTY–FOUR Ten Principles for Changing the World One Meeting at a Time 372 Marvin Weisbord and Sandra Janoff CHAPTER TWENTY–FIVE The Philosophic Change Champion: Philosophy in a New Era (Work in Progress) 385 Peter Koestenbaum CHAPTER TWENTY–SIX Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning 428 Steve Barnett CHAPTER TWENTY–SEVEN Value Diversity and Inclusion: Leveraging Differences for Bottom–Line Success 445 Judith H. Katz PART THREE Transformational Leadership and Sustaining Results CHAPTER TWENTY–EIGHT Changing Organizational Culture Through Clear Leadership 463 Gervase R. Bushe and James O’Malley CHAPTER TWENTY–NINE Crucial Conversations, Transformational Moments, and Real Organizational Change 480 Larry Peters and Joseph Grenny CHAPTER THIRTY Develop Leaders Who Build Market Value: The Right Results, The Right Way 494 Norm Smallwood and Dave Ulrich CHAPTER THIRTY–ONE Developing Organization Change Champions Throughout the Organization 513 D.D. Warrick CHAPTER THIRTY–TWO Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” 531 Harvey A. Hornstein and Eric C. Marcus CHAPTER THIRTY–THREE Keep Good Company: New Ways to a Sustainable, Blue–Chip Creative Culture 541 Ivy Ross and David Kuehler CHAPTER THIRTY–FOUR Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values 558 William J. Rothwell CHAPTER THIRTY–FIVE Managing Organizational Emotional Alignment for Exceptional Business Performance Results 573 Deborah Rozman and Doc Childre CHAPTER THIRTY–SIX The Role of Leadership in the Management of Organizational Transformation and Learning 595 Edgar H. Schein CHAPTER THIRTY–SEVEN You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs 603 John Sullivan PART FOUR Case Studies of Change Methods in Action CHAPTER THIRTY–EIGHT Case Study 1: Action Learning in Action: Crack the Code at Bank of America 629 Eryn O’Brien and Steve R. Terrell ∗Supportive Chapters Fourteen, Twenty, Twenty–One, and Thirty–Seven CHAPTER THIRTY–NINE Case Study 2: Appreciative Inquiry in Action: Telefonica 646 Ilma Barros and David Bright ∗Associated with Chapter Nine CHAPTER FORTY Case Study 3: Culture Change in Action: Twelve Months Without Buy–In 649 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 672 Laurence Smith ∗Associated with Chapter Thirty CHAPTER FORTY–TWO Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation 682 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 689 Christine Koehler and Christopher Schoch ∗Associated with Chapter Twenty–Two CHAPTER FORTY–FOUR Case Study 7: Transformational Change Moments in Action: South Texas Project 697 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 at BBC News 701 Greg Page and Julie Beedon ∗Associated with Chapter Ten References and Suggested Readings 707 Name Index 729 Subject Index 735 About the Contributors 763 About Best Practice Institute 791

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.