Index
abort scenario
abuse knowledge
accelerate knowledge
accidental change model
aces
action scenario
actual desires
adapt information
addiction
‘addiction to now’
advertising techniques
affective behaviour
affective level connections, 2nd
after action reviews (AAR)
agreed change
amassing resources
amplifying knowledge, 2nd
analysis of data, 2nd
appraisal, 2nd
“are you serious” test
Argyris, C.
artefacts
Ashby’s law
assets, 2nd
associated assets, 2nd
measurement
associated assets, 2nd
attenuate information
audits
autonomy of consultants
backstage change model
Bandura, A.
bandwidth of knowledge
barbed-wire funnel
Battram, A.
Baylis, Trevor
behaviour, 2nd
behavioural level connections, 2nd
beliefs, 2nd
better scenario
Birch, P.
Blanchard, K.
blueprint blockage
blueprints, 2nd, 3rd
measurement
bluff scenario
Body, D.
borrowing resources
BP
bridging strategies
BTR
Buchanan, D.
build dimensions
build drivers
build framework
build steps
building, close by
building framework
business value
capabilities, 2nd, 3rd
cocktail capabilities, 2nd
explicit capabilities
internal transfer of
measurement
tacit capabilities
transfer of
Capra, F.
caring, ending
Carter, S.
challenges, 2nd
change
clients’ role, 2nd
consumer segmentation, 2nd
desire for, 2nd, 3rd, 4th, 5th
energy mapping, 2nd
failure of, 2nd, 3rd
five conditions for
impact of
levels, 2nd
management matrix
methodology, 2nd
organization and disorganization, 2nd
reinforcing forces
repressive forces
resistance to, 2nd, 3rd
spectrum, 2nd
spiral building
sustainability, 2nd
system dynamics
training guide for
value realization
see also methodology of change
change drivers
associated assets, 2nd
blueprint blockage, 2nd
cocktail capabilities, 2nd
double desire, 2nd
elusive ethos, 2nd
change ladder, 2nd, 3rd
chart
climbing
input-output relationships
profiles
tangible and intangible elements
change levels, 2nd
change spectrum, 2nd
channels of knowledge
chaos scenario
CHOICE model
choice profiles
choices, 2nd
Choo, Chun Wei
clarify
clients’ role, 2nd
culture, 2nd
decision makers, 2nd
diagnosis
life-cycle risk, 2nd
phase mapping, 2nd
rapid mapping
shadow dancing, 2nd
situation blindness, 2nd
spiral building
stakeholders, 2nd
system construction, 2nd
Clegg, B.
client-consultant relationship
client misalignment
clients
challenge the client, 2nd
change ladder, 2nd
compound contracting, 2nd
consultant’s capability
head-heart negotiation, 2nd
MPH client mapping, 2nd
multi-client scenario
OUTCOME testing, 2nd
push-pull relationships, 2nd
rapid mapping
seriousness test
seven C’s for
spiral building
3D connections
trust index, 2nd
understanding clients/problems, 2nd
close
after action reviews (AAR)
by building
builiding on the relationships
clients’ role, 2nd
dependency loop
ending
looking forward
rapid mapping
spiral building
value differentiation
value management
cockpit confirmation, 2nd
cocktail capabilities, 2nd
cognitive behaviour
cognitive dissonance
cognitive level connections, 2nd
command change process, 2nd
competing preferences
competitive advantage
complementary resources
compound contracting, 2nd
development
negotiation
shared success
confirm
change ladder, 2nd
clients’ role, 2nd
cockpit confirmation, 2nd
cost confirmation, 2nd
measurement process, 2nd
monitor the mood, 2nd
quantitative-qualitative mix, 2nd
rapid mapping
responsibilities
spiral building
conflict
consequences and choices
consistency, 2nd
consultant misalignment
consultant’s capital
knowledge
personal capital
consumer misalignment
consumer segmentation, 2nd
contingency responses to risk
continue
clients’ role, 2nd
corporate addiction
desire-ethos (D-E) dissonance, 2nd
consultant challenge
games
managing
test of client
gravitational pull, 2nd
knowledge transfer, 2nd
language of
learning levels, 2nd
rapid mapping
selling the story, 2nd
spiral building
sticky steps, 2nd
contracts, 2nd
and measurement
negotiating
and shared success
control, 2nd
controlled change model
convergent choice, 2nd
consequences and choices
control over outcomes
end game fit
hungry for success
internalization of responsibility
options for action
solution test
conversation
Cooper, K.
Cope, M.
corporate addiction
journey of
cost confirmation, 2nd
courage of consultants
Cracknell, D.
create
clients’ role, 2nd
convergent choice, 2nd
divergent scanning, 2nd
managed creativity, 2nd
process v. expert consultant
rapid mapping
resource management, 2nd
solution storyboard, 2nd
spiral building
CREATE model
cults
cultural attributes
cultural diversity
culture, 2nd
audits
merging
culture blindness
culture paradox
cure scenario
customer databases
customer facing groups
customer focus in D-E dissonance games
Czerniawska, F.
D-spot
data
analysis, 2nd
gathering, 2nd, 3rd, 4th
qualitative, 2nd
quantitative, 2nd
requirements
richness
source checks
validity
databases
De Bono, E.
dead choices
debate change model
debate, welcoming
decision makers, 2nd
decision-making, 2nd
decision rules
deflection
delay scenario
delays
deliver scenario
delivery costs, 2nd
demarcating resources
dependency loop
deployment costs, 2nd
descriptive statistics
design costs, 2nd
desire-ethos (D-E) dissonance, 2nd
consultant challenge
games
managing
test of client
desire for change, 2nd
double desire, 2nd
measurement
development costs, 2nd
diagnosis
data analysis, 2nd
data gathering, 2nd, 3rd, 4th
data requirements
data richness
data source checks
data validity
inside-out model
issues statement
outside-in model
process
diaries
differentiation
dimensional drivers
directness
disclosure
discounting rules
discourse
disorganization, 2nd
dissonance, 2nd
divergent scanning, 2nd
diversions
double desire, 2nd
measurement
drinking alcohol
driver negotiation
drivers of change
e-learning
easy scenario
economic resources
Edison, Thomas
Egan, G.
elusive ethos, 2nd
measurement
embarrassment scenario
emergent change model
emergent design
emotional decisions
emotional level connections, 2nd
emotional model in change process
empathetic change process, 2nd
empathetic inquiry
end game fit
energy
direction
mapping, 2nd
mass
sources
engagement with change
espoused desires
ethos, 2nd
desire-ethos (D-E) dissonance, 2nd
elusive ethos, 2nd
measurement
evaluation of ideas
exit stage right
expert consultant
explicit capabilities
explicit knowledge, 2nd, 3rd, 4th
exploration of ideas
exposed advocacy
face-to-face interviews
failure of change programmes, 2nd, 3rd
failure of closure process
failure scenario
faster scenario
favours
Festinger, Leon
filters see perceptual filters
financial controllers
five forces model
five-segment model
flexibility
focus
focus groups, 2nd, 3rd
force-field analysis
Ford
forecasting
four-quadrant model
General Motors
generalism
Gladwell, Malcolm
Goldstein, J.
Goleman, D.
Gordon, J.E., 2nd, 3rd
governance systems
gravitational pull
Greenwood, R.
grip profile
guarantees
guide for change
investment journey
magic triangle
participant profile
guiding change
habits
hand-type people, 2nd, 3rd
in cockpit confirmation, 2nd, 3rd
and consultant’s capital
and guide for change
measurement of change
head-heart negotiation, 2nd
dimensional drivers
driver negotiation
head-type people, 2nd, 3rd
in cockpit confirmation, 2nd, 3rd
and consultant’s capital
and guide for change
measurement of change
heart-type people, 2nd, 3rd
in cockpit confirmation, 2nd, 3rd
and consultant’s capital
and guide for change
measurement of change
helm style change, 2nd
Hersey, P.
Holden, R.
holistic filter, 2nd, 3rd
hungry for success
hypothesis
impact of change programmes
independence
innovation, 2nd
input-output relationships
inside-out data analysis
inside-out model
inter-cultural mix
interest groups
internal distractions, minimizing
internalization of responsibility
interpersonal conflict
interviews, 2nd
intra-cultural mix
intuition
issues statement
jokers
Juster, N.
Kauffman, S.
kingmakers
knaves
knowledge
as capital
channels of
of consultant
explicit, 2nd, 3rd, 4th
letting go of
personal bandwidth
relational, 2nd
sharing, 2nd, 3rd
tacit, 2nd, 3rd, 4th, 5th
transfer, 2nd
who needs
knowledge currency
knowledge level
future
knowledge stock, 2nd
Kotter, J.
Kubr, M.
laggards
language, 2nd
Lascelles, D.
leaders of change
leadership, ending
learning
levels, 2nd
shared learning
see also knowledge
learning techniques
levels of change, 2nd
Levitt, B.
Lewin, K.
licensed propositions
life-cycle risk, 2nd
listening, 2nd, 3rd, 4th
and telling
locus of control
logs
looking forward
build framework
macro filter, 2nd
Madigan C., 2nd
magnitude filter, 2nd
managed creativity, 2nd
appraisal, 2nd
challenges, 2nd
evaluation
exploration
randomization of solutions, 2nd
testing, 2nd
management matrix
management systems
mapping
energy, 2nd
MPH client mapping, 2nd
rapid mapping
shadow map
March, G.
Mchalko, M.
measurement, 2nd, 3rd, 4th
of assets
of blueprints
of capabilities
costs
of desire
of ethos
ownership and management
quantitative-qualitative mix, 2nd
balanced confirmation
time slots for
mechanistic organizations, 2nd
meta filter, 2nd
metaphors
methodology of change, 2nd
accidental style
backstage style
controlled style
debate style
emergent style
four-quadrant model
Meznar, N.
micro filter, 2nd
misalignment, 2nd, 3rd
monitor the mood, 2nd
coaching
e-map
motivation see desire for change
MPH client mapping, 2nd
MPH filters see perceptual filters
MPH framework
multi-client scenario
Nagle, T.
negotiation
of contracts
driver negotiation
head-heart negotiation, 2nd
network organizations
Nonaka, I.
nudge change process, 2nd
observation, 2nd
operationalism
operations managers
organization and disorganization, 2nd
organizational sentiment
organizational waveforms
O’Shea, A., 2nd
OUTCOME testing, 2nd
outside-in data analysis
outside-in model
ownership and management process
ownership of outcomes
paradox
participants in training programmes
passengers in training programmes
past filter, 2nd
Peacock, R.
people focus in D-E dissonance games
perceptual filters
holistic, 2nd, 3rd
magnitude, 2nd
periodicity, 2nd, 3rd
performance guarantees
performance level
periodicity filter, 2nd, 3rd
personal bias
personal capital of consultant
personal logs
Phantom Tollbooth (Juster)
phase mapping, 2nd
phase misalignment
Pilkington Glass
players in training programmes
political systems
politics in multi-client scenario
Porter, M.E.
postal surveys
power in multi-client scenario
pragmatic models
predictive modelling
present filter, 2nd
prisoners in training programmes
process consultant
professional groups
professional–personal switch
profiles, 2nd
progress confirmation
projected filter
protesters in training programmes
purpose in multi-client scenario
purpose of consultants
push-pull relationships, 2nd
qualitative data, 2nd
qualitative in-process
qualitative outcomes
quality focus in D-E dissonance games
quantitative data, 2nd
quantitative in-process
quantitative outcomes
quantitative-qualitative mix, 2nd
queen of hearts
questionaires, 2nd
quick-fixes
Randall, J.
randomization of solutions, 2nd
rapid mapping
rapport with clients
reductionism
reframing
reinforcing forces
relational knowledge, 2nd
relationships
client-consultant
dynamics of
input-output
push-pull, 2nd
sales relationship, 2nd
subordinate
synergistic
repressive forces
resistance to change, 2nd, 3rd, 4th, 5th
D-spot
letting go phase
looking forward phase
natural resistance
Y-curve
resource management, 2nd
responsibilities
for change
internalization of
responsive component of Trust index, 2nd
responsiveness, 2nd
result of change
ripple effect
risk assessment
risk management
risk-reward trade-off
root of change
Russell, J.
sabotage secrets
safe component of Trust index, 2nd
safety, 2nd
sales relationship, 2nd
sales strategy, 2nd
Sanchez, R.
Sawaf, A.
scanning matrix
Schaler, J.
Schein, E., 2nd
segmentation, 2nd
self-interest, 2nd
self-organization, 2nd
self-regulation
self-reproduction
self-stability
selfishness
selling the story, 2nd
Senge, P., 2nd, 3rd, 4th
sentiment, 2nd
seriousness test
service performance guarantees
shadow behaviour
shadow dancing, 2nd
sabotage secrets
surfacing strategies
shadow map
shared knowledge, 2nd
shared learning
shared success
short-termism, 2nd
“should” drivers
situation blindness, 2nd
illuminate the problem
shifting levels
strategies for shifting
Smith, G.
snap judgments
sociability, 2nd
socialization strategy
solution storyboard, 2nd
solution test
Sony
source of problems
specialization strategy
spectrum of change, 2nd
spin
spiral building
squandered success
staff surveys
stakeholders, 2nd
sticky steps, 2nd
storyboards, 2nd
strain
strategy development
strength
stress
Stressin, L.
stretch
structural analysis
structured people
subordinate relationships
supporters of change
surface tension
surfacing strategies
surveys, 2nd, 3rd
sustainability of change, 2nd
synergistic relationships
system construction, 2nd
strain
strength
stress
stretch
surface tension
system dynamics
tacit capabilities
tacit knowledge, 2nd, 3rd, 4th, 5th
Takeuchi, T.
team leader in magic triangle
teamwork, ending
telephone surveys
telling and listening
terms of trade
testing ideas, 2nd
Texas Instruments
thinking level connections, 2nd
three-legged stool, 2nd
3D connections
at affective level, 2nd
at behavioural level, 2nd
at cognitive level, 2nd
trade-offs
trained component of Trust index, 2nd
training, 2nd
application, 2nd
embedding the learning, 2nd
gaining the knowledge, 2nd
owning the investment, 2nd
training manager in magic triangle
transfer of knowledge, 2nd
triangulation process
Trust index, 2nd
components
truthful component of Trust index, 2nd
truthfulness
turbulent contexts
tutor in magic triangle
understanding clients/problems, 2nd
unease at change
uniform component of Trust index, 2nd
uniformity, 2nd
unlearning
urge for change
value-added categories
value differentiation
value-freedom
value management, 2nd
Virgin Airlines
wall
“want” driven
waterfall profile
Wheatley, M.
Wolfe, Tom
Wren, D.
Y-curve
