SECTION5—TOOLS FORLEADINGCHANGE
5.1 Leading change: A change equation 140
➥Pulls together a number of elements of successful change, complete with a checklist
of suggested actions.
5.2 Leading major change in your organization 142
➥Blueprints how to lead change in a large part of an organization.
5.3 Assessing readiness for change 145
➥Helps leaders understand how ready they and their organizations are for change;
identifies the major barriers early enough so you can do something about them.
5.4 Leading change: Small wins or breakthroughs? 147
➥Helps leaders decide whether the change should be incremental—based on a series
of small wins; or breakthrough—a discontinuous break with the past.
5.5 Change window: A balanced approach to winning support
for change 150
➥Helps leaders visualize a balanced approach to change, recognizing the pull to the
familiar against the push to move on.
5.6 Aligning systems: Building systems compatibility into
change plans 153
➥Recognizes that, designed in isolation from the larger system into which it needs to
fit, change is almost certainly doomed to fail; helps leaders to understand and work
the system.
5.7 Stakeholder groups: Understanding and mapping
stakeholder systems 156
➥Helps leaders visualize who needs to be involved in sustainable change and in what
way.
5.8 Human transitions: Helping people work through major change 160
➥Deals with a challenging piece of the change puzzle: Ultimately, successful change
means peoplesuccessfully changing.
5.9 Surfacing and dealing with resistance 163
➥Recognizes that change inevitably causes resistance. This tool will help leaders
understand, surface, and deal with resistance.
5.10 Appreciative inquiry: Building change on success 166
➥This is a tool for building success on success. Change starting from a positive base
differs from traditional change, which usually arises out of a negative—a problem.SECTION6—TOOLS FORCRITICALTHINKING ANDINNOVATION
6.1 The BS detector kit: Recognizing errors of logic 170
➥Outlines typical errors of logic committed by both leaders and others.
6.2 Assumption analysis: Testing decisions by examining their underlying
biases 173
➥Helps leaders surface and challenge their own and other people’s assumptions, as a
way of ensuring quality of decisions in complex and dynamic business environ-
ments.xiv ANNOTATEDCONTENTS