The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations, Part 173

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Currency/Doubleday, 1999 - Business & Economics - 596 pages
4 Reviews
Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo.

Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years
of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges.

These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces.

This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company.

Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.
  

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Review: The Dance of Change: The challenges to sustaining momentum in a learning organization

User Review  - Nadimuthu - Goodreads

The 10 challenges to making profound change and the strategies to deal with the challenges are really useful. Read full review

Review: The Dance of Change: The challenges to sustaining momentum in a learning organization

User Review  - Goodreads

The 10 challenges to making profound change and the strategies to deal with the challenges are really useful. Read full review

Contents

The Challenges of Initiating
26
iv ГЧо Help 1 Poaching And Support
103
Not Relevant
160
Y Walking tin Talk 1 The Challenge
193
The Executive Leaders Perspective
203
How to Walk the Talk Without Falling OH a Cliff
214
As one of the first black engineers in South Africa
221
How Are We Hindering Our Management?
227
The Perils of Shared Ideals
350
Community of Companies
382
Interdependence at Shell 334
388
Visa Internotional
391
Learning Shareholders
402
Redesigning an Airplane in Midi light
404
Diffusion 1 The Challenge
417
The Organizational Learning Cycle
444

Reflections for on Executive Leader
229
The Challenges
239
VI Iva г and Anxiety 1 The Challenge 241
240
Gray Stamps
251
Unilateral Control
252
When Good People Do Terrible Things
254
A Safe Place for Not Knowing
260
Heroic Modes
266
Unraveling the Knots from Your Family of Origin
269
Beyond Winners and Losers
277
llf AssrsMiirnl iirul Moas Hirnl 1 The Challenge
281
Moving Upstream from Measurement
291
Measuring to Report or to Learn?
298
Cracking the Black Box of a Learning Initiative Assessment
303
Performance Dashboards
313
Irin Brlicvirs anil I4oilbelirvcra 1 The Challenge
319
How to Set the Stage for a Change in Organizational
334
Infectious Commitment
344
Hereticol Tactics
346
The School for Managing
453
Online Engagement
457
Learning Histories 168
460
A WorldClass Reflective Practice Field
477
Watershed Events
481
Strategy nnil Puijmsr 1 The Challenge
487
Managing the Horizon
504
Asking Big Questions
506
Scenarios for Changing the World
511
Strategy as Conversation
519
Strategic Transformation at Royal DutchShell
523
Sustainable Innovation
529
В After the Rainforest
536
Electricity for All
543
lü Conscious Oversight
545
hinclnotcK
557
Index
586
Owner Registration Form
597
Copyright

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About the author (1999)

Peter Senge is a senior lecturer at the Massachusetts Institute of Technology, the chairman of the Society for Organizational Learning, and the author of the bestseller The Fifth Discipline, named by the Harvard Business Review as one of the five "key business books" of the past two decades. He is a recognized pioneer, theorist, and writer in the field of management innovation.

Charlotte Roberts is a speaker, writer, and consultant to executives, with expertise in creating learning cultures in business and community organizations.

Richard Ross is a speaker, trainer, and organizational consultant who works with numerous Fortune 500 and international corporations.

Bryan Smith is a vice president of Arthur D. Little, Inc. and a director of Innovations Associates; his work focuses on strategy implementation, corporate governance, and sustainable development.

George Roth is an MIT researcher, lecturer, and Executive Director of the Ford/MIT collaboration.

Editorial Director Art Kleiner is a faculty member at New York University and the author of The Age of Heretics, a finalist for the Edgar Booz Award for most innovative business book of 1996.

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