(The) science of successful organizational change : how leaders set strategy, change behavior, and create an Agile culture

목차 (Table of Contents)

• CONTENTS
• Introduction = 1
• How to Set 3 Million Dollars on Fire = 1
• Reports in Drawers and Personal Change = 2
• From the Laboratory to the Sweat Lodge = 4
• Defenders of the Faith - How to Prove Something Works = 7
• Spoiler Alert - The Whole Book in One Diagram = 9
• The War Between Validity and Usefulness = 10
• The Path Ahead : Change-Agility, Strategy, and Tactics = 12
• How to Read This Book and Make It Useful = 14
• Chapter 1 Failed Change : The Greatest Preventable Cost to Business? = 17
• The Change Problem - How Bad Is It? = 17
• Evidence on Change Failure Rates = 19
• Does All Change Fail the Same? = 20
• Does Failure Always Mean the Same Thing? = 21
• Change Masters and Change-Agility = 22
• Failed Metaphors - The Fantasy of the Static Organization = 23
• The Change Problem as a People Problem = 26
• Change Myths = 28
• Everybody Is an Expert on People Issues - Or Are They? = 30
• Putting the Change Manager Out of Work = 30
• From Change Management to Change Leadership = 31
• Change Leadership and the Human Sciences = 32
• Conclusion = 34
• PART Ⅰ Change-Agility = 37
• The VUCA World and Change Strategy = 37
• Chapter 2 From Change Fragility to Change-Agility = 41
• The Systemic Change Model =. 42
• Agile People = 44
• Agile Culture = 49
• Agile Structures - Beyond Hierarchy = 57
• Agile Processes - Ideas, Execution, Learning = 63
• Conclusion = 68
• PART Ⅱ Change Strategy = 71
• Change Strategy = 71
• Strategic Coherence = 72
• How Change Strategy and Change Tactics Interact = 73
• Consequences of the Strategy-Tactics Split = 74
• Favor Continuous, Rather Than Discrete, Involvement = 74
• Change Strategy - The Road Ahead = 75
• Chapter 3 Governance and the Psychology of Risk = 77
• Psychology of Risk - Knowing the Mind of God? = 78
• Six Systematic Flaws in How Humans Think about Risk = 79
• Planning Fallacy and Consulting Fictions = 83
• Uncertainty - What to Do When Risks Are Unmeasurable = 91
• Managing Aggregate Change Risks = 98
• Conclusion = 100
• Chapter 4 Decision Making in Complex and Ambiguous Environments = 103
• Complexity = 104
• Two Tools for Solving Complex Problems = 106
• Ambiguity and the Human Side of Analytics = 115
• The Human-Machine Interface - Where Data Becomes Wisdom = 118
• The Human Side of Analytics = 119
• Conclusion = 121
• Chapter 5 Cognitive Biases and Failed Strategies = 123
• Cognitive Biases in Business = 123
• Perception Biases = 126
• Problem-Solving Biases = 135
• Solution-Selection Biases = 141
• The Wisdom (or Madness) of Crowds = 154
• Conclusion and Implications for Change Experts = 155
• PART Ⅲ Change Tactics = 157
• The Road Ahead = 158
• Chapter 6 Misunderstanding Human Behavior = 161
• How to Not Get Invited Back to Dinner Parties = 161
• Folk Psychology = 163
• Gurus and Pop Psychology = 167
• Psychology : Science in Its Infancy = 172
• Psychological Myths = 177
• Neuroscience = 179
• The Century Where Brain, Mind, and Behavior Come Together? = 184
• Conclusion = 187
• Chapter 7 The Science of Changing Behaviors = 189
• From the "Science of Mind" to the "Science of Behavior" = 189
• The Cognitive Backlash Throws the Behavioral Baby Out with the Behaviorist Bathwater = 194
• Neobehaviorism = 197
• Behavioral Specificity - Checklists = 198
• Safety Behaviors HSE - Environmental Behaviorism = 200
• From Change Agent to Choice Architect = 202
• Nudging in Society and Business = 204
• The Mastery of Habit = 205
• Changing Behaviors through Training and Development = 213
• Getting More Behavioral Change and Greater Accountability from Soft-Skills Programs = 217
• Conclusion = 219
• Chapter 8 The Science of Changing Hearts and Minds = 221
• The Craft of Changing Minds = 221
• Resistance to Change = 222
• From Change Management 101 to "Wicked Messes" = 229
• Influencing with Facts = 237
• The Mindful Leader = 242
• Conclusion = 252
• Chapter 9 Leading with Science = 255
• Toward a Science-Based Craft = 255
• Business versus Science : Two Examples = 257
• What Is Science? = 260
• Antiscience and Pseudoscience = 265
• From Antiscience to a Scientific Mindset = 270
• From Prescience to Evidence-Based Management(EBM) = 272
• Leadership, Reason, and Science = 287
• Leadership and Farsight = 288
• Conclusion - Science-based Leadership and Human Flourishing = 291
• Bibliography = 293
• Index = 302