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  • Produktbild: The Change Champion's Field Guide
  • Produktbild: The Change Champion's Field Guide

The Change Champion's Field Guide Strategies and Tools for Leading Change in Your Organization

111,99 €

inkl. gesetzl. MwSt., Versandkostenfrei


Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

22.07.2013

Verlag

John Wiley & Sons

Seitenzahl

832

Maße (L/B/H)

23,5/19,1/4,4 cm

Gewicht

1521 g

Auflage

2nd Revised edition

Sprache

Englisch

ISBN

978-1-118-13626-3

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

22.07.2013

Verlag

John Wiley & Sons

Seitenzahl

832

Maße (L/B/H)

23,5/19,1/4,4 cm

Gewicht

1521 g

Auflage

2nd Revised edition

Sprache

Englisch

ISBN

978-1-118-13626-3

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: The Change Champion's Field Guide
  • Produktbild: The Change Champion's Field Guide
  • 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