Preface. About the Authors. Acknowledgments. 1. Taking a Systemic Approach to Change. Introduction. Most change programs aren?t worth the effort. Why do organizations need to guide change? The example of downsizing. A survey of high performers. Our systemic approach. People. Context. Outcomes. Method. Conclusions. References. Part 1: The Outcomes of Transformation. 2. Building the Janusian Organization. Who is Janus? What is Janusian thinking? What is a Janusian organization? Why do Janusian organizations need to lead for change and transformation? Spectrum of change Spectrum of change-management strategies. Conclusion. References. 3. Creativity and Innovation for Transformation. New challenges, old responses. From ?doing better? to ?doing different?. Searching and scanning. Creativity in searching and scanning. Strategic decision-making and problem-solving. Changing organizational routines. Creativity in changing organizational routines. Conclusion. References. 4. Creating Blockbusters. What are blockbusters? Characteristics of creative products. How are blockbusters developed? Who develops blockbusters? Do blockbusters require a special environment? Implications and conclusion. References. Part 2: The Part People Play. 5. Leading and Managing for Transformation. Introduction. Historical approaches to leadership. Contemporary approaches to leadership. Leading versus managing. Creative leadership. A model for creative leadership. Conclusion. References. 6. Owning up to Change. Introduction. Ownership. Clientship. Sponsorship. Instilling ownership. Conclusions. Appendix 6.1. References. 7. Teamwork for Transformation: Applying VIEW to Help Make Teams Productive. Deciding to use a group. Characteristics that promote teamwork. Challenges to watch for with teams. Orientation to change. Manner of processing. Ways of deciding. Team development. Conclusion. References. Part 3: Transformation Methods. 8. Managing Change Methods. Introduction. What is a change method? Why so many change methods? Changing the way we change. Different kinds of change. The need for navigation. Planning your approach to change. Contingencies for appraising tasks. A task appraisal model. Designing Process. Constraints from the context. Making the change happen. Ways of interacting. References. 9. Alternative Change Methods. A vocabulary for understanding methods. An example of the ?muddle?. Our approach. The change methods. 10. Applying Creative Problem-Solving to New Product Development. Meeting the innovation challenge. Pathways to growth. Riding two horses. Creative problem-solving: our current framework. Key lessons learned. References. Part 4: The Context for Transformation. 11. Transforming the Culture and Climate. What is culture? What is organizational culture? What does culture include? Can leadership change culture? What is climate? Culture versus climate. A model for organizational change. The transactional factors. Conclusions. References. 12. The Climate for Innovation and Growth. The Situational Outlook Questionnaire. Climate dimensions and sample strategies. Conclusions. References. 13. Creating the Climate for Transformation. What do we know about leadership behavior? Case 1: A symphony orchestra. Case 2: A medical technology company. Case 3: An electrical engineering division. General themes across cases. Climate creation enables a systemic approach to change. Conclusions and implications. References. Index.
Scott Isaksen is the President of the Creative Problem Solving Group, Inc. (CPSB) and Senior Fellow of its Creativity Research Unit. Joe Tidd is Professor of Technology and Innovation Management and Director of Studies at SPRU (Science and Technology Policy Research), University of Sussex.
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