6

change -- Chapter 6: Leadership styles and leading change -- Part three: Strategies for managing change

6

-- Notes -- 6.What does it take to be a product leader? How product leaders implement strategy -- The

Innovation and Beyond Business Transformation Strategy Objectives for Progressive Organizations Chapter 6

. Social cognitive neuroscience and its relevance to organisational practices -- 6. A group coaching

.Technological Trajectories -- 4.5.Developing Firm-Specific Competencies -- 4.6.Globalization of Innovation -- 4

Spencer -- ch. 6: Unblocking Innovation: Breaking the Shackle of Assumptions / Anjan V. Thakor -- ch. 7

's Operation bear hug / Adam Lashinsky -- Wal-Mart creates the 6 a.m. meeting / Hank Gilman -- Eli Whitney : Is

6

6

change interventions -- Pt. 6. Key roles in planned organization change -- Pt. 7. Building knowledge of

Enterprise in Economic Development -- 6. The Role of Management, Enterprise, and Technology in the Wealth of

Innovation / Vittorio Chiesa and Federico Frattini -- 6. Exploring Knowledge Flows and Losses in the 'Open

change -- 5. Relational capabilities : drivers and implications -- 6. Acquisition-based dynamic

postmodernism -- 4. Spirit and soul -- 5. Complexity theory and managing change -- 6. What is change? : a new

thinking -- 5. Creating value through new leadership behaviors -- 6. Predicting value creation and

strategy making process -- 6. Designed strategy making in practice : a case study -- 7. The impact of

PROCESS IN PLACE; CHAPTER 6 FOCUSING ON WHAT MATTERS MOST; CHAPTER 7 GETTING MORE AND BETTER IDEAS

organization theory -- 6. What is a high performance? -- 7. Change theory -- 8. Organizational culture -- 9

-front -- 5. Clarity of purpose : working on the enterprise -- 6. Assessing the enterprise as a living system

culture and managing change in public service organizations -- 6. Implementing change in public service

-- 5. The corporate dialogue : activating the agenda -- 6. The executive dialogue centre : installing

. Occupational subcultures -- 5. Ethnic and racial subcultures -- 6. Gender and generational subcultures -- 7

-- 5. Paths : exploiting technological trajectories -- 6. Processes : integration for strategic

development : requiem or reveille? / Tony Petrella -- 6. OD : wanted more alive than dead! / Larry E. Greiner

. II. The lean journey -- Ch. 6. Deciding to embark -- Ch. 7. Exploring the opportunity -- Ch. 8

-- Ch. 4. Making ideas everyone's job -- Ch. 5. Putting the process in place -- Ch. 6. Focusing on what

. 4. Transformation -- Ch. 5. Four stages of transformation -- Ch. 6. Personal and organizational

-based organizations -- 6. Creating peer-based organizations -- 7. The strategy of peer-based organizations -- 8. Open

: Putting Your Plan in Motion -- 5. Social and Human Factors: Reactions to Change -- 6. Helping People Adapt

change. 4. Cultures for change. 5. The politics of change. 6. The leadership of change -- Pt. 3

Future: The Emergence of Modern Scenario Techniques -- 6. Developing the Skills for Long-Term Survival

and diagnosing the need for change -- 6. Recognising the need for change and starting the change

Development --- 6. Managing the OD Process --- 7. Action Research and Organization Development ---- III. OD

6

-- Key 2: Mobilising -- Key 3: Catalysing -- Key 4: Steering -- Key 5: Delivering -- Key 6: Obtaining

. Strategic Termites -- 4. On Spider Plants -- 5. "Political Football" -- 6. "We're a Blob Out of Water" -- 7

Expert -- 5. Becoming an Employee Champion -- 6. Becoming a Change Agent -- 7. HR for HR -- 8. What

and Human Resource Development Theories -- 6. System and Contingency Theories of Organizations -- 7