變革

     Contents
   Tune in to the extemal environment
    1.1 Mapping a new future
    1.2 The past doesn't help anymore
    1.3 Predictable cycles of change
    1.4 Businesses with a buzz
    1.5 Scanning your business environment
    1.6 Summary
   Diagnose organization capability
    2.1 The challenge of the 1990s
    2.2 Organizing for change
    2.3 The strategy lever
    2.4 Structure as a lever for change
    2.5 Systems can be sexy
    2.6 The people lever and culture change
    2.7 Managing for the future
    2.8 Identifying your agenda for change
    2.9 Summary
   Change starts with you
    3.1 Adjust your mind-set
    3.2 The change will change you
    3.3 Believe you can make a difference
    3.4 The paradox of personal change
    3.5 Letting go
    3.6 Managing personal transition
    3.7 From meddler to strategist: influendng styles
    3.8 Summary
   Understanding the change process
    4.1 The challenge to management
    4.2 Change hurts
    4.3 The predictable process of change
    4.4 Why individuals resist: translating negatives into
    positives
    4.5 Summary
   Building a culture for change
    5.1 No quick fix
    5.2 Creating an internal market for change
    5.3 Investing in education
    5.4 Total immersion in the business
    5.5 Shared vision
    5.6 Spelling out the changing requirement
    5.7 Joint diagnosis of business problems
    5.8 Reinforcing a 'people matter' style
    5.9 How ICL created a culture for change
    5.10 The lessons for sustaining change
    5.11 Summary
   Anticipating and managing resistance
    6.1 Resistance and the status quo
    6.2 Organizational and individual inertia
    6.3 Identifying resistant forces
    6.4 Resistance as momentum for change
    6.5 Some techniques for managing resistance
    6.6 Summary
   Visionary leadership
    7.1 The vision thing
    7.2 Building a shared vision
    7.3 Leading change
    7.4 Living the vision
    7.5 The long goodbye
    7.6 Summary
   Destabilizing the status quo
    8.1 Speeding up the unfreezing process
    8.2 Immovable objects and irresistible forces: the
    dynamics of change
    8.3 Harbingers of doom
    8.4 Surfacing dissatisfaction
    8.5 Recognizing a common enemy
    8.6 Engineering a crisis
    8.7 Summary
   Communicate like crazy
    9.1 Information: the antidote to uncertainty
    9.2 What to communicate when ambiguity abounds
    9.3 Glasnost: the open style
    9.4 The $64,000 question: how?
    9.5 Top-down' or bottom-up'?
    9.6 Ownership and early involvement
    9.7 Establishing communication channels
    9.8 Ten commandments for getting it wrong
    9.9 Summary
   Time, timing and transition
    10.1 Change takes longer than you think
    10.2 Evolutionary v. revolutionary change
    10.3 Lead-times and change tools
    10.4 Timing is all
    10.5 Announcementitis: macho v. Zen
    10.6 Managing transition: creating time and space
    10.7 Summary
   Making it happen
    11.1 Are you convinced?
    11.2 Summary of key messages and challenges
    11.3 Becoming a change star
    11.4 A process for leading change
    Further reading
   Index