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Table of Contents

    • Dedication
    • 1The Strategic Leader’s New Mandate
      • 1.1The New Mandate for Change Leadership
      • 1.2Leadership Mandates in Context
      • 1.3The Leader’s Pursuit of Multiple Objectives
      • 1.4Mapping the Chapters of This Book
    • 2What Is Organizational Capacity for Change?

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      • 2.1Primary Reasons for Failure to Bring About Change

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      • 2.2The Typical Reaction to Challenging Environmental Pressures

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      • 2.3Organizational Capacity for Change Defined

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      • 2.4The Eight Dimensions of OCC

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      • 2.5Concluding Thoughts About OCC

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    • 3OCC Dimension 1: Trustworthy Leadership

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      • 3.1What Is Trustworthy Leadership?

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      • 3.2Trustworthy Leadership Yields Trust and Cooperation

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      • 3.3Trusting Cooperation Makes All Change Possible

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      • 3.4Trustworthy Leadership Is Valuable and Rare

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      • 3.5Trustworthiness Is Becoming Increasingly Important

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      • 3.6Practices for Cultivating Trustworthy Leadership in Your Organization

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    • 4OCC Dimension 2: Trusting Followers

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      • 4.1Employees’ Collective Propensity to Trust

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      • 4.2Risk Associated With Trusting Others

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      • 4.3Benefits of Pervasive Organizational Trust

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      • 4.4Practices for Building the Trusting Followers Dimension

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    • 5OCC Dimension 3: Capable Champions

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      • 5.1Influence Without Authority

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      • 5.2Getting Things Done When Not in Charge

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      • 5.3Rising Importance of Change Champions

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      • 5.4Practices for Cultivating Capable Champions

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    • 6OCC Dimension 4: Involved Midmanagement

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      • 6.1The Evolving World of Middle Management

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      • 6.2Middle Managers Contributions to Change

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      • 6.3Middle Manager Change Roles

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      • 6.4Practices for Increasing Midmanager Involvement in Change

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    • 7OCC Dimension 5: Systems Thinking

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      • 7.1A Primer on Systems Thinking

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      • 7.2Systems Thinking and Organizational Change

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      • 7.3Practices for Building Systems Thinking Into Your Organization

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    • 8OCC Dimension 6: Communication Systems

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      • 8.1Communication Challenges in Modern Organizations

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      • 8.2Organizational Communication and Change

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      • 8.3Using the Communication System to Bring About Change

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      • 8.4Practices of Good Communication Systems

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    • 9OCC Dimension 7: Accountable Culture

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      • 9.1What Does It Mean to Be Accountable?

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      • 9.2Organizational Culture and Accountability

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      • 9.3Cultural Accountability and Organizational Capacity for Change

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      • 9.4Practices for Making Your Organizational Culture More Accountable

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    • 10OCC Dimension 8: Innovative Culture

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      • 10.1What Does It Mean to Be Innovative?

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      • 10.2What Makes an Organizational Culture Innovative?

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      • 10.3Innovative Cultures and Capacity for Change

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      • 10.4Practices for Making Your Culture More Innovative

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    • 11The Big Picture

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      • 11.1The Centrality of Organizations in Our Lives

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      • 11.2Four Organizational Attributes of Change-Capable Organizations

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      • 11.3Assessing Your Organizational Capacity for Change

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      • 11.4Concluding Thoughts

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    • AAppendix A: OCC Survey Instrument

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    • BAppendix B: 8 Dimensions and Factor Loadings for OCC

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    • CAppendix C: OCC Benchmarking

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    • DAppendix D: OCC Benchmarking

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    • EAppendix E: Resources

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      • E.1Simulations on Building Organizational Capacity and Leading Change

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      • E.2Other Books and Articles on Aspects of Organizational Capacity for Change

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      • E.3Fourteen Teaching Cases That Illustrate the Organizational Capacity for Change Framework

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    • FReferences

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