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Beginning Organizational Change

Table of Contents

• Dedication

• Chapter 1: The Strategic Leader’s New Mandate

  • Chapter Introduction
  • The New Mandate for Change Leadership
  • Leadership Mandates in Context
  • The Leader’s Pursuit of Multiple Objectives
  • Mapping the Chapters of This Book

• Chapter 2: What Is Organizational Capacity for Change?

  • Chapter Introduction
  • Primary Reasons for Failure to Bring About Change
  • The Typical Reaction to Challenging Environmental Pressures
  • Organizational Capacity for Change Defined
  • The Eight Dimensions of OCC
  • Concluding Thoughts About OCC

• Chapter 3: OCC Dimension 1: Trustworthy Leadership

  • Chapter Introduction
  • What Is Trustworthy Leadership?
  • Trustworthy Leadership Yields Trust and Cooperation
  • Trusting Cooperation Makes All Change Possible
  • Trustworthy Leadership Is Valuable and Rare
  • Trustworthiness Is Becoming Increasingly Important
  • Practices for Cultivating Trustworthy Leadership in Your Organization

• Chapter 4: OCC Dimension 2: Trusting Followers

  • Chapter Introduction
  • Employees’ Collective Propensity to Trust
  • Risk Associated With Trusting Others
  • Benefits of Pervasive Organizational Trust
  • Practices for Building the Trusting Followers Dimension

• Chapter 5: OCC Dimension 3: Capable Champions

  • Chapter Introduction
  • Influence Without Authority
  • Getting Things Done When Not in Charge
  • Rising Importance of Change Champions
  • Practices for Cultivating Capable Champions

• Chapter 6: OCC Dimension 4: Involved Midmanagement

  • Chapter Introduction
  • The Evolving World of Middle Management
  • Middle Managers Contributions to Change
  • Middle Manager Change Roles
  • Practices for Increasing Midmanager Involvement in Change

• Chapter 7: OCC Dimension 5: Systems Thinking

  • Chapter Introduction
  • A Primer on Systems Thinking
  • Systems Thinking and Organizational Change
  • Practices for Building Systems Thinking Into Your Organization

• Chapter 8: OCC Dimension 6: Communication Systems

  • Chapter Introduction
  • Communication Challenges in Modern Organizations
  • Organizational Communication and Change
  • Using the Communication System to Bring About Change
  • Practices of Good Communication Systems

• Chapter 9: OCC Dimension 7: Accountable Culture

  • Chapter Introduction
  • What Does It Mean to Be Accountable?
  • Organizational Culture and Accountability
  • Cultural Accountability and Organizational Capacity for Change
  • Practices for Making Your Organizational Culture More Accountable

• Chapter 10: OCC Dimension 8: Innovative Culture

  • Chapter Introduction
  • What Does It Mean to Be Innovative?
  • What Makes an Organizational Culture Innovative?
  • Innovative Cultures and Capacity for Change
  • Practices for Making Your Culture More Innovative

• Chapter 11: The Big Picture

  • The Centrality of Organizations in Our Lives
  • Four Organizational Attributes of Change-Capable Organizations
  • Assessing Your Organizational Capacity for Change
  • Concluding Thoughts

• Appendix A: OCC Survey Instrument

• Appendix B: 8 Dimensions and Factor Loadings for OCC

• Appendix C: OCC Benchmarking

• Appendix D: OCC Benchmarking

• Appendix E: Resources

  • Appendix Introduction
  • Simulations on Building Organizational Capacity and Leading Change
  • Other Books and Articles on Aspects of Organizational Capacity for Change
  • Fourteen Teaching Cases That Illustrate the Organizational Capacity for Change Framework

• References