Terms of Engagement: New Ways of Leading and Changing Organizations

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Berrett-Koehler Publishers, Sep 7, 2010 - Business & Economics - 240 pages
Building engagement is crucial for every organization. But the traditional top-down coercive change management paradigm—in which leaders “light a fire” under employees—actually discourages engagement.

Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone—not just select committees or working groups—enthusiastically committed to organizational transformation. This revised edition features new interviews—everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk—and new neuroscience findings that support Axelrod's model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.
 

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Contents

Engagement Makes a Difference
1
1 Why Change Management Needs Changing
11
2 Engagement Is the New Change Management
23
3 Six Change Management Myths
37
4 Lead with an Engagement Edge
45
5 Leadership Conversations That Foster Engagement
59
6 Widen the Circle of Involvement
73
7 Connect People to Each Other
93
11 Design Work with Engagement Built In
163
12 How to Start Where You Are
173
CHAPTER REVIEWS
189
RESOURCES
199
WORKS CITED
207
ACKNOWLEDGMENTS
213
INDEX
219
ABOUT THE AXELROD GROUP
225

8 Create Communities for Action
111
9 Promote Fairness
129
Some Words of Caution Before You Begin
143
ABOUT THE AUTHOR
227
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