The Change Leader's Roadmap E-Book

Linda Anderson

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2010

Seitenzahl: 517

Beschreibung

"This is the most complete change methodology we have found anywhere." --Pete Fox, General Manager, Corporate Accounts, Microsoft US In these turbulent times, competent change leadership is a most coveted leadership skill, and savvy change consultants are becoming trusted participants at the board table. For both leaders and consultants, knowing how to navigate the complexities of organization transformation is fast becoming the key to a successful career. This second edition of the author?s landmark book is the king of all ?how-to? books on change. It provides a strategic overview of the author?s proven change process methodology, as well as pragmatic guidance and tools for each key step in a complex transformational change process. The Change Leader?s Roadmap is the most comprehensive guide available for building transformational change strategy and designing and implementing successful transformation. * Based on thirty years of action research with Fortune 500 companies, government agencies, the military, and large non-profit global organizations. * Outlines every key step in a transformational change process * Provides worksheets, tools, case examples, and assessments that you can immediately apply to all types of change efforts * Includes updated information on a wealth of topics including the critical path tasks and how to use the CLR to change minds and cultures * The new edition also includes new activities, methods for building change capability, guiding principles for change, and advice for leading the human dynamics in change and creating an organizational vision. This book is specifically written for leaders, project managers, OD practitioners, change practitioners, and consultants seeking greater change results.

Leseprobe

Table of Contents

Praise

About Pfeiffer

Title Page

Copyright Page

Dedication

PREMIUM CONTENT FOR THE CHANGE LEADER’S ROADMAP

Foreword

PREFACE

Acknowledgments

Introduction

KEY POINTS FROM BEYOND CHANGE MANAGEMENT

THE CHANGE LEADER’S ROADMAP METHODOLOGY

SECTION 1 - Upstream Change

CHAPTER 1 - PHASE I

HEARING THE WAKE-UP CALL

PHASE I: PREPARE TO LEAD THE CHANGE

ACTIVITY I.A: START UP AND STAFF CHANGE EFFORT

ACTIVITY I.B: CREATE CASE FOR CHANGE AND DETERMINE INITIAL DESIRED OUTCOMES

SUMMARY

CHAPTER 2 - PHASE I

ACTIVITY I.C: ASSESS AND BUILD ORGANIZATION’S READINESS AND CAPACITY

ACTIVITY I.D: BUILD LEADERS’ CAPABILITY TO LEAD THE CHANGE

SUMMARY

CHAPTER 3 - PHASE I

ACTIVITY I.E: CLARIFY OVERALL CHANGE STRATEGY

SUMMARY

CHAPTER 4 - PHASE I

ACTIVITY I.F: BUILD INFRASTRUCTURE AND CONDITIONS TO SUPPORT CHANGE EFFORT

SUMMARY

CHAPTER 5 - PHASE II

ACTIVITY II.A: BUILD ORGANIZATIONAL UNDERSTANDING OF CASE FOR CHANGE, VISION, ...

ACTIVITY II.B: INCREASE ORGANIZATION’S CAPABILITY TO CHANGE

SUMMARY

CHAPTER 6 - PHASE III

ACTIVITY III.A: ASSESS THE SITUATION TO DETERMINE DESIGN REQUIREMENTS

SUMMARY

SECTION 2 - Midstream Change

CHAPTER 7 - PHASE IV

ACTIVITY IV.A: DESIGN DESIRED STATE

SUMMARY

CHAPTER 8 - PHASE V

ACTIVITY V.A: ANALYZE IMPACTS OF DESIRED STATE

SUMMARY

CHAPTER 9 - PHASE VI

ACTIVITY VI.A: DEVELOP IMPLEMENTATION MASTER PLAN

ACTIVITY VI.B: PREPARE ORGANIZATION TO SUPPORT IMPLEMENTATION

SUMMARY

SECTION 3 - Downstream Change

CHAPTER 10 - PHASE VII

ACTIVITY VII.A: IMPLEMENT THE CHANGE

SUMMARY

CHAPTER 11 - PHASE VIII

ACTIVITY VIII.A: CELEBRATE ACHIEVEMENT OF DESIRED STATE

ACTIVITY VIII.B: SUPPORT INTEGRATION AND MASTERY OF NEW STATE

SUMMARY

CHAPTER 12 - PHASE IX Learn and Course-Correct

ACTIVITY IX.A: BUILD SYSTEM TO CONTINUOUSLY IMPROVE NEW STATE

ACTIVITY IX.B: LEARN FROM YOUR CHANGE PROCESS AND ESTABLISH BEST PRACTICES

ACTIVITY IX.C: DISMANTLE TEMPORARY CHANGE INFRASTRUCTURE

SUMMARY

SECTION 4 - Leveraging The Change Leader’s Roadmap

CHAPTER 13 - Putting The Change Leader’s Roadmap into Practice

THE MODEL AS A THINKING DISCIPLINE

DEVELOPMENTAL STAGES FOR LEARNING THE CLR METHODOLOGY

REACTIONS TO THE CHANGE LEADER’S ROADMAP MODEL

A TOP-DOWN VERSUS A MULTI-DIRECTIONAL APPROACH TO CHANGE

SUMMARY

CHAPTER 14 - Opportunities for Leveraging The Change Leader’s Roadmap Methodology

THE CLR CRITICAL PATH

USING THE CHANGE LEADER’S ROADMAP AS YOUR COMMON CHANGE METHODOLOGY

SUMMARY

CHAPTER 15 - Continuing the Journey to Conscious Change Leadership

SOME THOUGHTS FOR CONSULTANTS

SOME THOUGHTS FOR LEADERS

SUMMARY

APPENDIX: PHASES, ACTIVITIES, AND TASKS OF THE CHANGE LEADER’S ROADMAP

BIBLIOGRAPHY

ABOUT THE AUTHORS

INDEX

More Praise for the Second Edition ofThe Change Leader’s Roadmap

“Change today is fast and furious. The Change Leader’s Roadmap covers every phase of transformational change—from preparing for change to lessons learned. It is a must-read blueprint for anyone looking to succeed in the field of change management and organizational development. I highly recommend it—no professional should be without it.”

—Darlene Meister, director, Unified Change Management, United States House of Representatives

“Having a vision and direction for change is one thing, implementing vision is quite another. Linda Ackerman Anderson and Dean Anderson have been there and have done it. This book about implementing the change process is an invaluable guide for how to do it.”

—W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University

“The Change Leader’s Roadmap is essential reading for today’s organizational leaders. Change is constant in healthcare. This work has been enormously helpful to us in organizing our successful transformational change agenda. I highly recommend this book as a doorway to this valuable methodology.”

—Alan Yordy, president and chief mission officer, PeaceHealth

“I cannot imagine a more thorough or useful resource for those involved in leading change than this book. The authors, through their deep experience and knowledge, have made this very complex topic accessible and provided clear direction for those who are charged with considering, planning for, and implementing transformative change.”

—B. Kim Barnes, CEO, Barnes and Conti Associates, Inc.; author, Exercising Influence: Making Things Happen at Work, at Home, and in Your Community

“In this stand-alone companion book to their groundbreaking work on conscious change leadership, the Andersons provide a practical, step-by-step guide for change leaders, managers, and consultants. The book provides conceptually grounded, real world, time-tested tools and guidance that will prove invaluable to those faced with navigating the challenges of leading organizational change in today’s turbulent times.”

—Robert J. Marshak, Ph.D., senior scholar in residence, MSOD Program, American University; organizational change consultant

“Every once in a while a book is written for change leaders that deserves more than a simple reading and justifies study. Roll up your sleeves, crack the cover, and you’ll have something worth going to work with.”

—Mel Toomey, LHD, scholar in residence for Master of Arts in Organizational Leadership, Center for Leadership Studies, The Graduate Institute

“While the first editions were excellent to begin with, these enhanced second editions of Beyond Change Management and The Change Leader’s Roadmap are even better with age. The additional years of experience deepen the authors’ articulation of the links between theory and practice. These books are outstanding resources for both organization change consultants and organization system leaders. Having a roadmap in common promotes the teamwork required for complex adaptive and continually evolving change efforts.”

—Charles Seashore, Ph.D., Malcolm Knowles Chair of Adult Learning, Fielding Graduate University

“In every generation there are creative and disciplined mapmakers who provide clear guidance to those whose paths will take them on similar journeys. Dean Anderson and Linda Ackerman Anderson are this generation’s mapmakers. Their books are rich, resilient, comprehensive, and innovative guides that enable change leaders and consultants to practice their trades with heightened awareness and skill. Their grasp of the multiple dimensions of leading successful transformation help us recognize both the practical and the wise.”

—David S. Surrenda, Ph.D., author, Retooling on the Run

“The Change Leader’s Roadmap is an essential book for anyone attempting to understand and manage complex change, especially today’s healthcare leaders. The book offers a comprehensive and practical guide that will help you get change right the first time. It will significantly increase your likelihood of success and lower your risk of costly setbacks. We have used the Being First methodology successfully on a variety of difficult organizational change initiatives including major clinical quality improvement and safety initiatives, as well as technology implementations such as electronic health record and enterprise resource planning systems. Based on over fifteen years of experience successfully managing complex clinical and operational change, I highly recommend The Change Leader’s Roadmap and its companion text, Beyond Change Management.”

—John Haughom, M.D., senior vice president, Clinical Quality and Patient Safety, PeaceHealth

“Once again the Andersons have demonstrated their mastery of organizational transformation. The Change Leader’s Roadmap is essential reading for any professional who is serious about leading sustainable change in large organizations.”

—Rayona Sharpnack, founder and CEO, Institute for Women’s Leadership

“Change efforts fail because of haphazard or arbitrary actions. This guide, essential for everyone involved in today’s organizational change efforts, is the most comprehensive and systematic guide for change leadership ever created!”

—John Adams, Ph.D., emeritus professor, Saybrook University, Organizational Systems Ph.D. Program

“I believe Linda and Dean have raised the bar again. The in-depth understanding provided through theory, concept, method, and a roadmap will support anyone leading and managing organizational change to enhance the possibility of immediate results and creating sustained capability.”

—John D. Carter, Ph.D. President, Gestalt Center for Organization & Systems Development

“The Change Leader’s Roadmap provides access to a rare experience: creating real, transformational change in a grounded, easy-to-understand manner. It calls into question our often hidden assumptions about what should work, and points us to what does work. And, it is refreshingly practical! I kept being surprised by the Andersons’ clean approach. This is a must for anyone responsible for or involved in complex, large-scale change efforts. And who isn’t these days?”

—Debbie King, organizational development leader, Kaiser Permanente

“The definitive ‘how to’ guide for change leaders—the Andersons have taken up where the theorists left off, providing practical mechanisms and strategies to build change capability within organizations. They challenge all of us who call ourselves change agents to practice what we preach and build reflexive consciousness into all our change leadership efforts.”

—Quentin Jones, Australian Managing Director, Human Synergistics International; coauthor, In Great Company—Unlocking the Secrets of Culture Transformation

“In Beyond Change Management and The Change Leaders Roadmap, Dean and Linda provide practitioners and executives not only the how (tools) but the why (concepts). If you are looking for a comprehensive treatment of the tricky journey of transformation, this is it.”

—Christopher G. Worley, Center for Effective Organizations, University of Southern California; former director, MSOD Program at Pepperdine University

“If you’ve been searching for a practical approach to large-scale change and transformation, this is a book worth reading. It presents the ideas and approaches in a way that today’s busy leaders can understand and operationalize. In the dialog about what works and what doesn’t work, I think readers will recognize approaches they tried in the past that haven’t produced the hoped-for results, and will see new directions that offer a reachable place from where to lead and catalyze results.”

—Sue G. Murphy, chief operating officer, Kaiser Santa Clara Medical Center

“Linda and Dean are in a unique position to offer such comprehensive thinking, models, and tools for change, because they have devoted more than three decades to working directly with senior leaders and strategic consultants in numerous transformations across a wide variety of organizations. By doing the work, studying the theory, and reflecting on outcomes, they have captured both the basics and the nuances of change and integrated them into understandable models, processes, and tools. These books are essential reads for change leaders as the authors have advanced the theory and practice of planned change to new heights. Kurt Lewin would be proud!”

—David W. Jamieson, Ph.D., practicum director, American University/NTL MS in OD Program; past president, American Society for Training & Development

“The Andersons capture the science and the art of orchestrating organizational change by providing both practical and insightful strategies and tools for leaders who must use strategic change as a thoughtful competitive advantage.”

—Jackie Alcalde Marr, director, Organization and Talent Development, North America Oracle USA; coauthor of Social Media at Work; founder of Evolutions Consulting Group

“The Andersons bring their tremendous experience in OD to create what is truly a ‘roadmap’ for change, a road map that effectively translates abstract concepts into a concrete journey for successful change—probably the most critical issue in leadership today.”

—Peter F. Sorensen, Ph.D., director, Ph.D. and Masters Programs in Organization Development, Benedictine University

This book is a must-read for anyone seeking to understand the logics and structures of successful large-scale change. It is filled with practical tools and step-by-step guidance that will help you master the complex task of change leadership.

—Diana Whitney, Ph.D., president, Corporation for Positive Change; author, Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization and The Power of Appreciative Inquiry

“Beyond Change Management and The Change Leader’s Roadmap are the best sources I know to learn how to lead and excel at change and business strategy execution.”

—Eric Dillon, chief operating officer, Servus Credit Union Ltd.

“When I discovered Being First and their approach to leading transformational change, I knew I had found what I was searching for! The methodology described in this book is very comprehensive, teaching you how to be disciplined in your thinking, and most importantly, how to be a conscious change leader.”

—Louise Branch, assistant deputy minister, Service Canada, Atlantic Region

“In The Change Leader’s Roadmap, Linda Ackerman Anderson and Dean Anderson guide leaders safely through the turbulence of leading change, helping leaders mitigate the dangers of overwhelm, chaos, and uncertainty. Whether you are launching new products, restructuring, cutting costs, or growing, you’ll learn how to take effective action with confidence. This is a must-read for any consultant or change leader who wants a clear path to navigate transformational change successfully.”

—Faith Ralston, Ph.D., author, Dream Teams, Emotions@Work, and Play Your Best Hand

“Linda Ackerman Anderson and Dean Anderson are to be congratulated for producing a well crafted and insightful text. The Change Leader’s Roadmap skillfully combines a range of conceptual insights with practical tools and techniques that will greatly assist educators, students, and practitioners of change. This book is an essential read for anyone interested in leading change effectively.”

—David Grant, professor of Organizational Studies, University of Sydney

“The Change Leader’s Roadmap is a uniquely effective success methodology in the change initiatives I have led. It is at the same time the most comprehensive set of strategies and tools I have come across globally and the most practical in its guidance toward the ones that will work best in each individual situation.”

—Christian Forthomme, CEO, RealChange Network, Inc.

“The Change Leader’s Roadmap is critical reading for leaders navigating organization transformation in times of uncertainty. The Andersons’ book provides a powerful and practical toolkit for anyone trying to create a positive pathway to change! You will learn how to navigate and manage change that enhances the performance of your organization. This book provides the roadmap to lead you in the right way.”

—Jacqueline M. Stavros, associate professor, director, Doctorate of Business Administration, Lawrence Technological University

“If you missed the Andersons’ first editions, you may not know what a terrific contribution they are to the field of Organization Development. Now you have a second chance to read these excellent new editions from these gifted writers. These books are essential reading to those who want to become master practitioners in this field.”

—Jane Magruder Watkins, coauthor, Appreciative Inquiry: Change at the Speed of Imagination

“The Change Leader’s Roadmap moves beyond theory and grounds you in practical application. Reading this book will alter how you lead change. It not only informs you, but provides you with a framework for guiding people through transformation to get to your outcomes.”

—Zoe MacLeod, director, Centre for Applied Leadership and Management, Royal Roads University

“Significant transformation in an organization is unbelievably difficult, yet this book provides a practical and reliable methodology for those of us who are change leaders. This approach is so useful because it indicates the required steps while keeping a focus on the desired results of the transformation.”

—Nick Neuhausel Partner, Senn Delaney

“The perfect companion for any project manager. The detailed tasks and deliverables in this book can be inserted directly into your next project schedule to insure implementation success.”

—Ben Snyder, CEO, Systemation “We’ve all had those rare experiences where extraordinary results are produced through great teamwork and a commitment to delivering on that which may occur as impossible. And yet the ability to distinguish what made those breakthroughs possible, such that an organization can reliably produce such results again and again, may remain elusive. That is, until you are guided through the paradigm shift and steps of conscious change in The Change Leaders Roadmap!”

—Barbara Plumley, vice president regional operations, HealthCare Partners Medical Group

“This book will help leaders at all levels better understand the critical components of sustainable change. Often we focus on just content and neglect the human dynamics to our own peril.”

—Katie Holmes, system director change strategy and consulting, PeaceHealth

This book includes premium content including worksheets and job aids that can be accessed from our Web site when you register at www.pfeiffer.com/go/anderson using the password professional.

Instructors are invited to download a free Instructor’s Guide with materials and information for using The Change Leader’s Roadmap (or Beyond Change Management in that book) in a workshop or college course. The Instructor’s Guide includes PowerPoint slide shows, key points, resources, student activities, helpful teaching strategies, and other supplemental classroom aids. College professors may download the materials at www.wiley.com/college/anderson

Corporate trainers, please email instructorguides@ beingfirst.com to receive your copy for use in your executive and management development programs.

About Pfeiffer

Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful.

Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use.

Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in looseleaf or CD-ROM format to facilitate copying and customization of the material.

Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype has often created whizbang solutions in search of a problem, we are dedicated to bringing convenience and enhancements to proven training solutions. All our e-tools comply with rigorous functionality standards. The most appropriate technology wrapped around essential content yields the perfect solution for today’s on-the-go trainers and human resource professionals.

Essential resources for training and HR professionals

Copyright © 2010 by Linda Ackerman Anderson and Dean Anderson. All Rights Reserved.

Published by Pfeiffer An Imprint of Wiley 989 Market Street, San Francisco, CA 94103-1741 www.pfeiffer.com

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone], or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Readers should be aware that Internet websites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.

For additional copies/bulk purchases of this book in the U.S. please contact 800-274-4434.

Pfeiffer books and products are available through most bookstores. To contact Pfeiffer directly call our Customer Care Department within the U.S. at 800-274-4434, outside the U.S. at 317-572-3985, fax [phone], or visit www.pfeiffer.com.

Pfeiffer also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

Library of Congress Cataloging-in-Publication Data

Ackerman-Anderson, Linda S., 1950-

p. cm.

Includes bibliographical references and index.

eISBN : 978-0-470-64806-3

1. Leadership. 2. Organizational change. I. Anderson, Dean, 1953- II. Title.

HD57.7.A25 2010

658.4'06—dc22

2010032263

ISBN 978-0-470-64806-3; ISBN 9780470877494 (ebk); ISBN 9780470877920 (ebk); ISBN 9780470877937 (ebk)

Acquiring Editor: Matt Davis Production Editor: Joanne Clapp Fullagar Editorial Assistant: Lindsay Morton

Director of Development: Kathleen Dolan Davies Editor: Julie McNamee Manufacturing Supervisor: Becky Morgan

PB Printing

To Terra, our lovely daughter, for her precocious pursuit of conscious awareness, and to our wonderful parents, for their unconditional support of our lives and work.

PREMIUM CONTENT FORTHE CHANGE LEADER’S ROADMAP

Available for download at www.pfeiffer.com/go/anderson

• Ten Most Common Mistakes in Leading Transformation

• Leadership Breakthrough: Topic Options and Methods

• Building Change Capability: Leading Change as a Strategic Discipline

• Upgrade Your Organization Development and Project Management Staff to Strategic Change Consultants

• How Developing Breath Control Can Make You a Better Leader

• How Command and Control as a Change Leadership Style Causes Transformational Change Efforts to Fail

• Identifying Project Briefing Questions

• Selecting the Best Change Process Leader to Oversee Your Transformation

• Ten Critical Actions for Leading Successful Transformation

• A Candid Message to Senior Leaders: Ten Ways to Dramatically Increase the Success of Your Change Efforts

• How to Use Decision-Making as a Tool for Successful Transformation

• Six Faulty Assumptions about Change Communications

• Elements of a Whole System Integration and Mastery Strategy

FOREWORD

Compared with other disciplines, the field of change management is a relative newcomer. As a discrete field of practice, its theoretical roots can be traced back to the late 1940s/early 1950s. Among executive ranks, widespread knowledge of its existence didn’t come about, however, until the 1960s—and even then, it was considered an obscure specialty for human resource or organization development types. It wasn’t until the 1980s that it developed any real degree of acceptance from the line side of business, and it wasn’t until the 1990s that it became an accepted strategic tool for senior officers. Today, change management has come into its own and is considered a must for most organizations engaged in critically important change efforts.

Any business tool that obtains widespread notoriety over a relatively short period of time can become populated with more than its share of academicians who write about it but don’t live the experience on a daily basis. The field of change management is no different. There are many well-meaning but inexperienced, novice practitioners and, unfortunately, even some who are willing to peddle smoke-and-mirror “snake oil” that produces little real value. Thankfully, the field has also produced many excellent practitioners who work from the inside to provide genuine value to their organizations or from the outside as they assist the clients they serve. Within this population is a smaller number of individuals who have immersed themselves in both the study and application of organization change to a point where their understanding of the phenomenon far surpasses what others are able to see or do. This book is the product of two such people who have practiced in and contributed to the field as few others have and who have committed their experience to print.

For more than thirty years, the experience base Linda Ackerman Anderson and Dean Anderson have acquired is such that they have forgotten more about orchestrating change than most who claim expertise in it ever learned. They grant much more than exceptional knowledge and skills; they offer wisdom . . . a rare gift in such a young profession.

In this book, Linda and Dean leverage their deep command of the change domain to stretch the reader’s perspective to what is on the other side of classic change management . . . the terrain of change leadership.

“Management” of anything is about standardization—maximizing consistency and decreasing, if not eliminating, variations. It is about the technical aspects of a craft. Facilitation of organizational change is still emerging as a distinct profession and has evolved through a period of characterizing itself as being able to manage the change process. Doing so allowed the budding profession to offer the hope of taming the change beast and, in the process, gain a degree of legitimacy during an era when many executives still thought anything that wasn’t completely predictable couldn’t be trusted. This idea of controlling change was useful for launching the profession, but the claim was always an apparition, and it eventually led to the inevitable result of all illusions . . . disillusionment.

Experience has shown that change management could not live up to the promise implied in its name; in this book, Team Anderson points to a new horizon—change leadership. Management of something is focused on engaging known variables with predictable outcomes. Leadership includes, but transcends, this objective and additionally provides for the art side of a craft. In the case of organizational transformation, leading change encompasses the predictable parts of the process, but it also opens the door to the unstable, unforeseeable aspects of change, where creativity and intuitive judgment are applied to unique circumstances.

Leadership embraces the application of both science and art, and this is a book about leading the transformational change process, written by masters of the craft. I recommend you approach its contents with the proper balance of excitement and caution.

The exciting news: Masters of a discipline don’t just know more than most people about the conceptual frameworks and practical application of a subject; they are eager to share their wisdom to aid others in their journey toward excellence. Linda and Dean do just that in this outpouring of insights, guidelines, and specific action steps. By articulating their hard-won lessons from decades of successes and failures, they allow you the opportunity to stand on their shoulders and reach even higher.

The cautionary news: You will see in the pages to follow that, like all true masters, Dean and Linda respect their students too much to mask the truth about what it takes to truly succeed. This book is not for the casual browser or for those looking for bandages and aspirin. It’s a serious read for change practitioners who consider themselves committed students of the craft. It covers the subject by going deep, broad, comprehensive, and thorough rather than trying to seduce the reader with superficial, simplistic explanations and gimmicks. The authors choose to reflect the true complexity organizational change imposes, instead of placating the reader with the veneer so often applied in the name of change management.

Nothing of real value comes without a significant investment. The challenge this book presents doesn’t stop with the time and effort you will find necessary to fully absorb what is offered here. The more substantial investment opportunity is the chance to explore your soul in search of whether conscious change leadership is really a path for you. With the re-release of this book, Linda and Dean have done their part in paving the path. The ball is now in your court.

Daryl R. Conner Chairman, Conner Partners, Author Managing at the Speed of Change and Leading at the Edge of ChaosMarch 2010

PREFACE

Our life’s work has always been about change. Dean started his career in the field of personal change, and Linda in organizational change. In 1986, when we met, it became clear that our two professional specialties were meant to be merged into one unified approach to transforming organizations.

Dean was one of the first people doing deep personal mastery work in organizations, having created the Optimal Performance Institute to offer his approach to breakthrough performance (originally developed for world-class athletes) to people in business. Linda was one of the founding leaders of the Organization Transformation movement, focusing on teaching the process of organization change and transformational leadership to executives and consultants worldwide. At the time of our meeting, Dean had realized that his personal and team performance models and interest in culture had to align with the complexities of larger organizational systems, while Linda had recognized that her work required more overt emphasis on personal and cultural change to fortify her large systems work. Both our interests and the requirements of successful large system transformation were moving each of us toward the other’s expertise.

In 1988, we brought our specialties, insights, and theories together to create an integrated approach to leading transformation and to form Being First, Inc. In our early years, we mentored and coached one another in our individual specialties; now, we each stand in both arenas—personal and organizational transformation—and consult to senior executives across industries, government, the military, and large nonprofits.

Individually, and then collectively at Being First, we have always considered ourselves thought leaders in the area of transformation, not so much because of what we know, but because of the cutting edges we are willing to explore and the continual learning and development we pursue. We are committed to pushing the envelope of thinking and practice for accomplishing tangible, breakthrough-level results. We created Being First—appropriately named for our bias toward the personal work required to transform individuals and organizations—to offer our thinking and advice to people and organizations around the world.

Being First, Inc. is a full-service change education, consulting, and change leadership development firm assisting organizations to maximize their business results from change, transform their people and culture, and build internal change capability. We provide organizational change capability and change strategy consulting, enterprise-wide breakthrough training for culture and mindset change, change leadership skill development for leaders and consultants, licensing of our change process methodology, coaching, personal transformation training, and transformational team development. We support clients to create strategic disciplines for change so that their organizations can embody masterful change leadership and increase their success from change. We are developing a curriculum for women leaders and managers and are planning a worldwide Change Leadership Institute.

Our style, based on our commitment to walk our own talk, is to co-create a personalized strategy for each client with the appropriate balance of consulting, training, and methodology, integrating personal change and organizational change. We are devoted to our own continuous learning and development through applying our own personal practices and true partnerships with our clients. Our personal and organizational work provides us the opportunity to develop, field test, and write about what we see is required to transform human systems successfully and consciously.

We released the first edition of this book and its companion volume, Beyond Change Management, in 2001. Much has happened since then—in the world, in organizations, and in us. The messages of the first edition are as relevant today as they were then, and in many ways, more so. The challenges of change leadership continue to increase. Transformations in organizations are ever more complex, the stakes are higher, and the impact these changes are having on people and culture are more profound now than ever. These challenges are requiring leaders and those that consult to them to advance their thinking and methods. As we develop and evolve ourselves, we see with ever-greater clarity and distinction what is required to succeed at transformation—personally, organizationally, and globally.

In this new edition of The Change Leader’s Roadmap, we have attempted to capture how our thinking has changed and what is true for us in this moment in time about how to best navigate an organization’s transformation. We have reorganized Phases I and II to emphasize the importance of building a conscious change strategy and organizational change capability, respectively; streamlined the work of all nine phases; and shortened titles. We have added several new strategies for leveraging the value of The Change Leader’s Roadmap, and we have sharpened our thinking on how to put it to best use.

For three decades, we have thoroughly engaged in the debate of personal change versus organization change, change the people or change the structures, carefully plan change versus let it unfold, manage change versus consciously lead it, and focus on process versus outcomes. The debates continue to drive our investigation and fuel the wisdom we seek to share. In our writing, we have attempted to be forthright about what we see as true, while keeping our mindset and eyes open to what we do not yet understand. We have attempted to denote what we think is factual, what we believe due to our own experiences, and what we are still learning or questioning.

We invite you, our reader, into this exploration with us—into the inquiry—into our attempt to give language, guidance, and incentive to growing the field of conscious change leadership. We hope you will participate in the conversation about the issues and propositions in these books, and then put them to the test in your own conscious leadership of change.

Please read on with the spirit of inquiry. Read with your concern for the state of today’s organizations. Read to contribute to our collective ability to transform organizations into places in which people love to work and feel regenerated, as well as add value to their customers and stakeholders. Read on with a concern for people and the world, and how to make our lives ever more healthy and meaningful as we collectively co-create a future of greater social justice and environmental sustainability. Read on while honoring how far the fields of organization transformation, change management, and change leadership have come from the first attempts to infuse the values of planned change and human development into organizations. And please read with yourself in mind as a leader or consultant of change. Our message is written for you, and we hope it benefits you personally and professionally.

Dean Anderson Linda Ackerman Anderson Durango, Colorado Spring 2010

ACKNOWLEDGMENTS

We deeply appreciate the wonderful people who supported us while writing these new editions of Beyond Change Management and The Change Leader’s Roadmap.

We received abundant help from our trusty readers, friends, and colleagues all, including insightful input from Anne Polino, Carol Tisson, Jan Christian Rasmussen, and Steen Ruby. Their insights, feedback, and encouragement were invaluable to us.

Our staff was untiring in their assistance and encouragement. We sincerely appreciate Erin Patla and Lindsay Patterson for their dedication and patience.

We appreciate our clients, whose investment and commitment to partner with us produced the many insights and outcomes you read about in these books. Their willingness to work in conscious ways helped to formulate and demonstrate what we are most passionate about—leading transformation consciously. Many are true pioneers, and we feel honored to share in their journey.

We also appreciate one another for partnering in this co-creative process, modeling to the other what we deeply know is true, even when we each forgot. Our voices are stronger, our work is deeper, our lives are richer, and our spirits brighter from the experience.