Index
Adams, Jane, 72–73
adaptive change, 100, 105, 111–112
affirmation, need for, 114–115
alignment, task, 179–182
alliance building, 62, 63, 73–76, 104–108
Allied Domecq, 74–75
Amgen, 171
Anders, William A., 138
arrogance, 118
assumptions
in change programs, 177–178, 184
in change theories, 138–140
competing commitments and, 122–125, 130–135
group change and, 124–125
in programmatic change, 182–186
questioning, 132–135
attitudes, changing, 182–186
backsliding, preventing, 21, 29–32, 45
Badaracco, Joseph L., Jr., 64
balance
in approaches to change, 139–154
of realism and optimism, 21, 27–28
barriers. See obstacles
Beer, Michael, 137–154, 177–197
Beth Israel Deaconess Medical Center (BIDMC), 18–32
good habit modeling at, 29–32
mood management at, 26–28
setting the stage at, 19–25
Boston Consulting Group, 158
Boston Harbor Cleanup, 19–21
Boston Metropolitan Police, 84, 85
Boston Police District 4, 84, 85, 87–88
branding, 43
Bratton, William, 79–98
achievements of, 84–85
in Boston District 4 police, 84, 85, 87–88
cognitive hurdles and, 83–89
motivation and, 92–95
at NYPD, 79–80, 84, 88–89, 91, 93–98
at NYTP, 80, 82, 84, 85, 86, 90, 91–92
political hurdles and, 96–98
resource hurdle and, 89–92
tipping point leadership by, 80–81
callousness, 118
capability, organizational, 138
career paths, leadership development and, 195–197
Cartwright, Bill, 112
challenges, attainable, 83, 95
Champion International, 141–142–144, 143, 145, 147, 148, 153
change
adaptive versus technical, 100, 105, 111–112
archetypes of, 138–154
commitment to, 157, 158–159, 163–164
competing commitments and, 119–136
critical path to, 186–193
culture and, 15–16
diagnosing immunity to, 126–128
difficulty of, 17
drastic versus evolutionary, 63–66, 145
dysfunctional routines and, 28–29
fallacy of programmatic, 182–186
fear of, 130
during good performance, 35–57
in groups, 124–125
guiding coalitions in, 7–8
hard approach to, 138
hard factors in, 155–176
leader survival and, 99–118
markets for, 194
mood management in, 18, 19, 21
persuasion in, 17–33
phases in, 1
planning for, 13–14
premature victory declarations and, 14–15
preventing backsliding and, 29–32
preventing backsliding in, 21
quiet but radical, 59–77
recognizing need for, 81–82
removing obstacles to, 11–13
risk in, 5–6
sequenced, 147–148
setting the stage for, 18, 19–25
short-term wins and, 13–14
soft approach to, 138–139
stakes in, 137
steps in, 2–16
stress levels and, 109–110
tipping point leadership and, 79–98
the uncommitted in, 104–108
vision in, 8–9
change programs, 177–197
consensus in, 180–181, 188–190
coordination in, 182–186
fallacy of programmatic, 182–186
institutionalizing revitalization in, 191–192
monitoring revitalization in, 182
origins of, 178–180
shared vision in, 180, 187–188
spreading revitalization in, 181–182, 190–191
task alignment in, 179–182
top management in, 193–197
tracking, 183–184
change theories, 137–154
comparison of, 141–147
consultants in, 141, 146–147, 152–154
contradictions between, 147–154
fallacy of programmatic, 182–186
focus in, 140, 143–144, 150–151
new economy and, 153
reward systems and, 145–146, 151–152
reward systems in, 141
Chicago Bulls, 111–112
Clinton, Bill, 117
coalitions
tipping point leadership and, 97
the uncommitted and, 104–108
vision communication by, 12
cognitive hurdles, 81–82, 83–89
collaborative style, 72–73
commitment, 157, 158–159, 163–164
calculating, 166–167
in change programs, 182–186, 186–187
mobilizing, 186–187
in successful change, 180
commitments, competing, 119–136
big assumptions and, 122–125, 130–132
definition of, 121
group change and, 124–125
communication
about change theories, 149
about DICE scores, 173–176
about values, 44–54
of bad news, 10–11, 26, 27, 106, 118
cognitive hurdles and, 86–87, 87–88
of complaints and competing commitments, 122, 129
disruptive self-expression, 61–62
on hard factors, 156
internal, 88–89
by Paul Levy, 23–25
in values revision, 48–54
verbal jujitsu in, 61–62, 69–71
compensation systems, 145–146, 184–185
competencies, 182–186, 188–190
complaints, competing commitments and, 122, 129
Compstat crime database, 92, 93–94
confidants, 115–116
conflict, managing, 108–110
competing commitments and, 119–136
Conley, Frances, 68
consensus, 188–190
consultants, 141, 146–147, 152–154
context, for action, 18
control, desire for, 113–114
coordination, 182–186, 189, 193
corporate culture. See culture, organizational
Coswell, Barry, 64–65
credibility, 185
premature victory declarations and, 15
in vision communication, 10–11
critical path to change, 186–193
criticism, personal versus role, 116–117
culture, organizational
anchoring change in, 15–16
at ASDA, 149
for change, 32–33
change theories and, 139–154
conflict management and, 108–110
at IBM, 36
institutionalizing revitalization with, 191–192
key influencers in, 93–95
modeling, 22–23
radical, quiet change of, 59–77
tipping point leadership and, 79–80
cynicism, 118
delegation, 110–112
dependency, 114–115
applying, 171–176
calculating scores in, 166–168
creation of, 168–171
Digital Equipment Corporation, 114–115
distress, productive range of, 108–110, 114
downsizing
mood management during, 26, 27
vision communication during, 10–11
Dunlap, Al, 142, 143, 145, 146, 153
at ASDA, 150–151
Eisenstat, Russell A., 177–197
employees
change theories and, 146–147
commitment of, 163–164
communicating vision to, 10–11
competing commitments of, 119–136
consensus among, 188–190
engaging, 149–150
framing communication to, 18, 19, 20–21, 25–26
inspiring, 41
integrating, 43
mood management of, 18, 19, 21, 26–28
practice opportunities for, 31
in receptive environments, 32–33
sense of urgency in, 4–7
engagement, 149–150
environments, hostile, 101–112
Esserman, Dean, 92
evolutionary change, 63–66, 145
executives. See also leaders and leadership; managers
commitment of, 163–164, 166–167
modeling by, 10–11
sense of urgency and, 6–7
vision communication by, 10–11
expectations
big assumptions and, 122–123, 130–133
disrupting, 66–69
loss of, 102
failure
of change programs, 177–197
guiding coalitions and, 7–8
hard factors in, 156–157
of leaders, history of, 17
planning and, 13–14
premature victory declarations and, 14–15
reasons for, 119–136
sense of urgency and, 3–4
vision and, 8–11
fairness, 94
family, balancing work and, 67, 74
fear of change, 130
focus, in change theories, 140, 143–144, 150–151
motivation and, 95
Garvin, David A., 17–33
Gates, Bill, 115
General Dynamics, 138
General Electric, 147–148
General Products, 194
Gerstner, Lou, 36, 37, 38–39, 45
Giuliani, Rudolph, 97–98
goals
competing commitments and, 119–136
diversion from, 100
short-term wins and, 13–14, 164
Grant, Peter, 65–66
habits
big assumptions and, 122–123, 130–135
changing, 17
competing commitments and, 129–130
dysfunctional routines, 28–29
at IBM, 54
questioning, 132–135
reinforcing good, 29–32
resistance to changing, 121–123
Haiman, Bob, 106–107
Hales, Tony, 74–75
hard factors in change, 155–176
commitment, 157, 158–159, 163–164
DICE framework for, 157–159, 166–176
soft elements and, 156
Hart, Gary, 117
Heifetz, Ronald A., 99–118
Hemp, Paul, 40
Hewlett-Packard, 138–139
homophobia, 69–70
IBM, 35–57
Basic Beliefs at, 36, 40–41, 47
continuity at, 46–47
future of, 56–57
initiatives at, 52–54
pricing at, 53–54
values-based management at, 42–43
ValuesJam at, 35–38, 44–48, 51
values revision at, 44–50
incentives, change theories and, 141, 145–146, 151–152
influencers, key, 82–83, 93–95
initiatives
commitment to, 163–164
communicating about, 173–176
failure rates of, 137–138, 139
at IBM, 52–54
integrity in, 157, 158, 161–163
managing, 155–176
portfolio management, 172–173
reviewing, 160–161
tracking, 171–172
innovation
at IBM, 50
insiders, tempered radicals and, 76
integrity, 157, 158, 161–163, 166
Jackson, Alan, 155–176
Jackson, Phil, 111–112
Joyce, John, 53–54
Karr, Jean-Baptiste Alphonse, 155–176
Keenan, Perry, 155–176
Kegan, Robert, 119–136
Kim, W. Chan, 79–98
Kotter, John P., 1–16
Kukoc, Toni, 111
Lahey, Lisa Laskow, 119–136
leaders and leadership
in adaptive versus technical change, 100, 105, 111–112
in change programs, 193–197
change theories and, 140, 142–143
conflict management and, 108–110
delegation by, 110–112
dependence on, 114–115
developing, 195–197
guiding coalitions in, 7–8
history of failure in, 17
hostile environment for, 101–112
modeling change by, 22–23, 29–32, 196–197
as observers and participants, 104
perspective of, 101–104
in radical, quiet change, 59–77
self-management and, 103, 112–117
survival guide for, 99–118
tempered radicals as, 60–61, 64–65
tipping point, 79–98
in transformation, 1–16
the uncommitted and, 104–108
learning, institutional, 95, 160–161, 181–182
Levy, Paul, 18–32
in Boston Harbor Cleanup, 19–21
communication by, 23–25
framing by, 25–26
good habit modeling by, 29–32
on meetings, 30
mood management by, 26–28
setting the stage by, 19–25
Limited, the, 107–108
Linsky, Marty, 99–118
Los Angeles Police Department, 80
management
in change programs, 193–197
change theories and, 142–143
collaborative, 72–73
of environment, 101–112
hard side of, 155–176
portfolio, 172–173
managers
cognitive hurdles and, 86–87
competing commitments and, 119–136
culture modeling by, 16
immunity of to change, 135–136
replacing, 189–190
risk management by, 6
short-term wins and, 14
as team leaders, 162–163
Massachusetts Bay Transit Authority (MBTA), 84, 85, 86–87
Mauborgne, Renée, 79–98
meetings, rules for, 30–31
metrics, 55
on hard factors, 156
Meyerson, Debra E., 59–77
Microsoft, 115
milestones, reviewing, 160–161
Miller, John, 88–89
modeling
culture changes, 16
defusing resistance by, 106–107
by Paul Levy, 22–23
preventing backsliding and, 29–32
revitalization, 194–195
of vision, 10–11
momentum, short-term wins and, 13–14
mood management, 18, 19, 21, 26–28
at ASDA, 150
conflict levels and, 108–110
Morgan, Chris, 72
motivation
key influencers and, 93–95
through fear versus hope, 45
tipping point leadership and, 80, 82, 83, 92–95
values in, 41–42
Myers, Pete, 111
Navigation Devices, 180–181, 186–187, 189, 190–191, 192, 193
New York Police Department (NYPD), 79–80, 84
internal communication in, 88–89
key influencers in, 93–95
political hurdles at, 96, 97–98
New York Transit Police (NYTP), 80, 82, 84, 85
cognitive hurdles at, 86
Nohria, Nitin, 137–154
Norman, Archie, 140–141, 148–154
Novak, Tom, 69–70
novelty, 28
obstacles
adaptive change and, 100
change programs and, 178
competing commitments, 119–136
dysfunctional routines as, 28–29
hostile environment as, 101–112
identifying, 39
motivational, 80, 82, 83, 92–95
tipping point leadership and, 80, 81
Olsen, Ken, 114–115
Olsen, Richard, 147
opportunism, variable-term, 61–63, 71–73
order, desire for, 113–114
organizational culture. See culture, organizational
organizational structure
at ASDA, 150–151
change programs and, 179
change theories and, 143–144
guiding coalitions in, 7–8
as obstacles to change, 12
task-driven, 178
values-based management and, 42
Palmisano, Samuel J., 35–57
on feedback, 51–54
on the future, 56–57
leadership style of, 38–40
on metrics versus values, 55
on routines, 54
on strategy changes, 43–44
on values, 40–41
on values-based management, 42
on values revisions, 44, 48–50
Palo Alto Veteran’s Administration hospital, 68
patience, 4–5
Patterson, Gene, 106–107
perceptions, assumptions and, 130–133
performance
cognitive hurdles and, 86–87
culture of, 94–95
good, leading change during, 35–57
integrity of, 157, 158, 161–163, 166
organizational culture and, 15–16
sense of urgency based on bad, 6–7
stress levels and, 109–110
tipping point leadership and, 80
personal attacks, 116–117
perspective
in change management, 155–156
in leadership, 101–104
persuasion, 17–33
context in, 18
culture and, 32–33
framing in, 18, 19, 20–21, 25–26
key influencers in, 82–83
mood management in, 18, 19, 21, 26–28
phases of, 23
preventing backsliding and, 21, 29–32
reinforcing good habits in, 29–32
setting the stage in, 18, 19–25
Pippen, Scottie, 111–112
planning, for spontaneity, 144–145, 151
policies, 191–192
portfolio management, 172–173
priorities, resources and, 80, 82, 89–92
problems, diagnosing, 186–187
process, change theories and, 141, 144–145
programmatic change, 182–186
Project Management Office, 174–175
radical change, 59–77
realism, balance of optimism and, 21, 27–28
receptive environments, 32–33
reengineering, premature victory declarations in, 14–15
reflection, 102–103
reintegration, 43
resistance
to adaptive change, 105
competing commitments and, 119–136
hostile environment and, 101–112
personal attacks versus role in, 116–117
premature victory declarations and, 14–15
reasons for, 119–136
silencing opposition and, 96–98
tipping point leadership and, 80, 82, 83
the uncommitted and, 104–108
resources
revitalization and, 195
tipping point leadership and, 80, 82, 89–92
trading, 92
responsibility
acknowledging, 107–108
delegating, 110–112
at IBM, 50
reviews, 160–161
revitalization
institutionalizing, 191–192
modeling, 194–195
rewards, change theories and, 141, 145–146, 151–152
risk
DICE framework and, 175–176
leader survival and, 99–118
paralysis from facing, 5–6
Roberto, Michael A., 17–33
routines, dysfunctional, 28–29, 54
Scott Paper, 141–142, 143, 145, 146, 153
Scully, Maureen, 60
self-expression, disruptive, 61–62, 66–69
silo mentality, 47
Sirkin, Harold L., 155–176
Spector, Bert, 177–197
sponsors, 162
spontaneity, planning for, 144–145, 151
Stanford Medical School, 68
Stewart, Thomas A., 40
St. Petersburg Times, 106–107
strategic alliance building, 62, 63, 73–76
strategy
revitalization and, 191–192
tipping point leadership and, 79–80
values and, 42–44
stress levels, 109–110
systems, institutionalizing revitalization with, 191–192
task alignment, 179–182
steps to change in, 186–193
task-driven organization, 178, 179–180
teams
guiding coalitions as, 7–8
integrity in, 157, 158, 161–163
tempered radicals, 59–77
definition of, 60
disruptive self-expression by, 61–62, 66–69
finding and developing, 61, 64–65
strategic alliance building by, 62, 63, 73–76
variable-term opportunism by, 61–63, 71–73
verbal jujitsu by, 61–62, 69–71
Theory E and Theory O, 138–154
at ASDA, 140–141
comparison of, 141–147
consultants in, 141, 146–147, 152–154
contradictions between, 147–154
focus in, 140, 143–144, 150–151
reward systems and, 151–152
reward systems in, 141, 145–146
Thomas, Ellen, 68–69
Timoney, John, 96
tipping point leadership, 79–98
cognitive barriers and, 81–82, 83–89
definition of, 80–81
motivation and, 80, 82, 83, 92–95
political hurdles in, 96–98
training programs, 185
transformations. See also change
planning for, 13–14
premature victory declarations and, 14–15
removing obstacles to, 11–13
short-term wins and, 13–14
urgency in, 3–7
trust
turnaround plans
reinforcing good habits in, 29–32
uncommitted, courting, 104–108
urgency
establishing a sense of, 2, 3–7
guiding coalitions and, 8
values
employee input on, 38
at IBM, 36–39
as inspiration, 41
management based on, 37–39
metrics and, 55
obstacles to, 39
radical, quiet change of, 59–77
revising, 38–39, 40–41, 44, 48–50
shared vision and, 187–188
strategy changes and, 43–44
tipping point leadership and, 79–80
ValuesJam, 35–38, 44–48, 51, 56
tipping point leadership and, 80, 96–98
victory, premature declaration of, 14–15
vision
communicating, 4–5, 8–9, 10–11
consensus on, 188–190
removing obstacles to, 11–13
in transformations, 2, 4–5, 8–9
walking the talk, 10–11
waste reduction, 72
Watson, Thomas, Jr., 56
Watson, Thomas, Sr., 36, 40, 46
“We Don’t Need Another Hero” (Badaracco), 64
Wexner, Leslie, 107–108
Wielgus, Paul, 74–75
workloads, 165