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Change processes in organizations are time consuming, expensive, and often don't create the intended results. This book creates a new way for leaders to relate to change from a place of deeper understanding. Based on years of research, consulting, and teaching, the models and frameworks described in this book have been applied successfully in organizations such as Johnson & Johnson, AT&T, IBM, Facebook, Charles Schwab & Company, and Accenture.
The book provides breakthrough thinking to leaders who find themselves in the chaos of multiple, high amplitude changes that cannot be managed from an autocratic or even a participative mindset. The successful transformation of a human system does not require that people change who they are so much as it requires they become more of who they are-more like themselves. Change does not require new step-by-step models offered by an outside expert. It requires teaching people how to become model builders. As a result of this deeper transformation of mindset, not only will people in the organization be able to manage the particular change crisis facing them in the moment, they will develop a new relationship to change so that strategic thinking and breakthrough business outcomes become part of the organizational norm.
This book will primarily appeal to experienced leaders, senior managers, and change agents who have learned that the textbook recipes for initiating or responding to change don't work. It is also useful supplementary reading for students of organizational studies and leadership.
List of contents
Overview of This Book 1. The Change Crisis 2. Organizational Integration 3. Organizations and Reality 4. Organizations as Field Phenomena 5. Management, Leadership and Integration 6. The Art of Change Integration 7. Trust and Communication 8. Integrating Breakthrough Change 9. Toomey’s Laws of Integrating Change 10. Breakthrough at the Scale of Your Own Experience 11. Constraint and Creativity 12. Calibration, Constraint and Leverage 13. Source Code for an Integrated Organization
About the author
Mel Toomey is the Founder of The Center for Leadership Studies. Mel is an educator, executive advisor, and organizational consultant. He is the principal designer for one of the first Master of Arts in Organizational Leadership programs ever offered at a university.
Judi Neal received her Ph.D. from Yale University and is an author, scholar, and consultant in organizational transformation and workplace spirituality. She was the Academic Director of the Master of Arts in Organizational Leadership Program and is the President of Edgewalkers International.
Summary
Based on years of research, consulting, and teaching, the models and frameworks described in this book have been applied successfully in organizations such as Johnson & Johnson, AT&T, IBM, Facebook, Charles Schwab & Company, and Accenture.
