Engage!

Preface to the International Edition 11

Part one: Earth
1 Welcome Aboard! 15
1.1 Change: Faster and Always Different 15
1.2 Organizations in Constant Switching Mode 16
1.3 The “Process Anatomy” of an Adventure: Choices x Chance x Unintended Outcomes 18
1.4 Change as a Learning Adventure 21
1.5 The Structure of this Book 22
Close-Up 23

2 Our Universe 27
2.1 Deep and Superficial Change 27
2.2 Different Behavior as the Only Change Criterion: The Tarzan Model 30
Close-Up 33

3 Push and Pull: Necessity and Desire 37
3.1 Stability, not Change, is the Norm 37
3.2 Push and Pull: Necessity and Passion 38
3.3 What Will Be Our Learning Adventure…? Defining Your Core Change Theme in 4 Steps 40
Close-Up 43

Part two: In orbit
4 Our Launch Pad: the Change Canvas 47
4.1 The Engage! Process Model for Change Adventures 47
4.2 Canvas Purpose and Overview 50
Close-Up 52

5 The Storyboard 57
5.1 Building Inspiration and Vision 57
Close-Up 61
6 The Switchboard 65
6.1 Imagining and Visualizing the Change in Concrete Terms 65
6.2 A Compass: the First Proof of Change 68
Close-Up 69

7 The Actionboard 73
7.1 Helping Each Other Learn 73
7.2 The “What” 73
Close-Up 78

8 The Crew 81
8.1 The Right People in the Right Roles 81
8.2 Forging the Crew into a Close-Knit Collective 84
8.3 The Snowball Effect: Recruiting More Change Agents 86
Close-Up 87

9 The Culture on Board 91
9.1 This Is How We Do: Things to Recognize Organizational Culture By 91
9.2 Organizational Culture and Organizational Change 93
Close-Up 96

10 Building Impulse 101
10.1 Inspire Each Other! Get Others Involved Through Dialogue and Co-Creation 101
10.2 Prioritize Behavior: Willing, Endorsed, Able, and Enabled 102
Close-Up 105

11 Controlled Flight 111
11.1 Embedding the Change in the Organization: Make It a Project 111
11.2 Project Management 101 112
11.3 Setting Up a Change Project/Program 114
Close-Up 117

Part three: Deep space
12 Momentum 121
12.1 Perpetuating the Movement: Focus on the Touchpoints 121
12.2 Keep Your Eye on the Ball: Ensure Permanent Focus on the Change 122
12.3 Feed and Grow the Movement: Tap Into Inner Motives 123
12.4 Going Viral: Make the Change Contagious 125
12.5 Scrum Instead of Plan: Make the Learning Cycle “Small” 127
Close-Up 129

13 Red Alert! 133
13.1 Resistance Is Not a Red Alert 133
13.2 Examples of Genuine Red Alert Signs 133
13.3 Detecting and Using Red Alerts 135
Close-Up 136

14 The Void 139
14.1 And It Suddenly Went Quiet... 139
14.2 Addressing Doubts 140
14.3 What Is Resistance? 141
14.4 Just Do … Nothing! 143
Close-Up 144

15 Aye Aye, Captain! 149
15.1 Management Versus Change Leadership 149
15.2 What Good Change Leaders Do and Don’t Do 150
15.3 Self-Connection: Authentic and Honest Leadership 152
15.4 On the Soapbox: How to Tell an Engaging Story? 153
Close-Up 155

16 The Dark Force 159
16.1 The Role of Power and Politics 159
16.2 Political Skills for Change 160
Close-Up 162

17 Strange New Worlds 167
17.1 When on Mars, Do As the Martians Do 167
17.2 The Change Culture and Differences Between National Cultures 169
Close-Up 171

18 1, 2, 3… for God’s sake! 173
18.1 Leavers and Remainers: Protect the Organization’s Strengths 173
18.2 Help Employees Adapt 175
Close-Up 177

Part four: Mission accomplished
19 The Logbook 181
19.1 “Capturing” and Saving Lessons Learned for Future Reference 181
19.2 Spreading Lessons Learned 182
Close-Up 183

20 Major Maintenance 187
20.1 The Learning Culture as the Core of Change Capability 187
20.2 Maintaining the Learning Culture: Keep Inspiring Each Other 188
Close-Up 190

21 Meanwhile, On the Long-Range Scanner… 195
21.1 A Keen Eye on the Future 195
21.2 Where to Next, Traveler? 196
Close-Up 198

Scientific Background 201
About the Authors 203
Notes 205
Literature 211
Index 218
Index of Names 223