Practice Change Resources

Axelrod, Richard H. Terms of Engagement: Changing the Way We Change Organizations. San Francisco: Berrett-Koehler, 2000.

"The best way to make change happen in your organization - the only reliable way - is for leaders and workers to come together, understand each other's positions, and use the unique knowledge in the room to help drive the company's effort. 'Terms of Engagement' offers a powerful new alternative - the Engagement Paradigm - that provides leaders with a practical, principle-based strategy for creating successful change outcomes. It will enable you to produce an organization in which: people grasp the big picture and are aligned around a common purpose; accountability is fully distributed as people come to understand the whole system; performance gaps are quickly identified and solved; improving productivity and customer satisfaction; creativity is sparked as people from all levels contribute their best ideas; and capacity for future changes increases as people develop the skills and processes to meet current and future challenges."  ~ book cover review

Blanchard, Kenneth & Johnson, Spencer. The One Minute Manager. New York: William Morrow and Company, 1981.
"'The One Minute Manager' is a concise, easily read story demonstrating three very practical management techniques. The story unfolds to reveal several studies in medicine and the behavioral sciences that explain clearly why these apparently simple methods work so well with so many people. By the book's end you will know how to apply them to your own situation."  ~

Gladwell, Malcolm. The Tipping Point: How Little Things Can Make a Big Difference. Little, Brown and Company, 2000.
"In this brilliant and groundbreaking book, New Yorker writer Malcolm Gladwell looks at why major changes in our society so often happen suddenly and unexpectedly. Ideas, behavior, messages, and products, he argues, often spread like outbreaks of infectious disease. These are social epidemics, and the moment when they take off, when they reach their critical mass, is the Tipping Point. Gladwell introduces us to the particular personality types who are natural pollinators of new ideas and trends, the people who create the phenomenon of word of mouth. He analyzes fashion trends, children's television, and the early days of the American Revolution for clues about making ideas infectious, and visits market mavens and great salesmen to show how to start and sustain social epidemics."  ~ audiobook cover review

Goleman, Daniel. Working with Emotional Intelligence. New York: Bantam Book, 1998.
"For leaders, emotional intelligence is almost 90 percent of what sets stars apart from the mediocre. As Goleman documents, it's the essential ingredient for reaching and staying at the top in any field, even in high-tech careers. And organizations that learn to operate in emotionally intelligent ways are the companies that will remain vital and dynamic in the competitive marketplace of today - and the future."  ~ book cover review

Greenhalgh, Trisha; Robert, Glenn; Bate, Paul; Macfarlane, Fraser; and Kyriakidou, Olivia. Diffusion of Innovations in Health Service Organisations: A Systematic Literature Review. 1st ed. Oxford: Blackwell, 2005.
"This important book, based on research funded by the Department of Health Service and Delivery Organisation programme, makes a significant contribution to the literature on improving health services. Out of their exhaustive systematic review of the literature, which unpicked the many different research approaches to the study of the diffusion of innovations in organization, the authors have produced a model for understanding the complexities of spreading and sustaining innovations in health services for future programmes. Four case studies illustrate how they can be applied in practice."  ~ book cover review

Kotter, John P. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 2007: 96-103.
"Perhaps nobody understands the anatomy of organizational change better than retired Harvard Business School professor John P. Kotter. This article, originally published in the spring of 1995, previewed Kotter's 1996 book 'Leading Change'. It oulines eight critical success factors-from establishing a sense of extraordinary urgency, to creating short-term wins, to changing the culture ("the way we do things around here"). It will feel familiar when you read it, in part because Kotter's vocabulary has entered the lexicon and in part because it contains the kind of home truths that we recognize, immediately, as if we'd always known them. A decade later, his work on leading change remains definitive."  ~ editor's note, Harvard Business Review

Lencioni, Patrick. The Five Dysfunctions of a Team: A Leadership Fable. San Francisco: Jossey-Bass, 2002.
"Lencioni's riveting tale serves as a timeless reminder that leadership requires as much courage as it does insight. Throughout the story, Lencioni reveals the five dysfunctions that go to the very heart of why teams - even the best ones - often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team."  ~ book cover review

Rogers, Everett M. Diffusion of Innovations. 4th ed. New York: The Free Press, 1995.
"In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus the diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle of acquaintances - a process which typically takes months or years. But there are exceptions: use of the Internet in the 1990s, for example, may have spread more rapidly than any other innovation in the history of humankind. Furthermore, the Internet is changing the very nature of diffusion by decreasing the importance of physical distance between people."  ~

Singhal, Arvind & Dearing, James, eds. Communication of Innovations: a Journey with Ev Rogers. New Delhi: Sage Publications, 2006.
"This collection of 10 original essays honors the intellectual legacy of Everett M. Rogers (1931-2004), the pioneering and distinguished teacher-scholar of diffusion of innovations, communication networks, technology transfer, development communication, and the entertainment-education strategy. Well-known colleagues and contemporaries write on these topics that especially piqued Rogers' curiousity, and to which he made seminal and lasting contributions."  ~ book cover review

Weick, Karl E. Sensemaking in Organizations. Thousand Oaks, CA: Sage Publications, 1995.
"The teaching of organization theory and the conduct of organizational research have been dominated by a focus on decision making and the conception of strategic rationality. The rational model, however, ignores the inherent complexity and ambiguity of real-world organizations and their environments. Karl Weick's new landmark volume, 'Sensemaking in Organizations', highlights how the "sensemaking" process-the creation of reality as an ongoing accomplishment that takes form when people make retrospective sense of the situations in which they find themselves-shapes organizational structure and behavior. Some of the topics Weick thoroughly covers are the concept, uniqueness, historical roots, varieties and occasions, general properties, and the future of sensemaking research and practice."  ~ book cover review

Womack, James P. & Jones, Daniel T. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. 2nd ed. New York: Free Press, 2003.
"There's a missionary zeal to this book for corporate managers: it wants to convert companies the world over to the streamlined production process pioneered by Toyota after WWII. Womack and Jones chronicled Toyota's concept of lean production in 'The Machine That Changed the World', and embarked in 1990 on a tour of North America, Europe and Japan to persuade organizations, managers, employers and investors that mass production was out of date and should be chucked for something better. They formed a network of companies and individuals dedicated to lean production. Network members, whose stories form the basis of the book, gather annually to update procedures and refine theory. Showa Manufacturing, a Japanese maker of radiators and boilers, for instance, pulled itself out of an earnings slump by changing from mass-producing batches of standardized equipment to producing customized small lots. Heavily laden with details, this is for specialists who want to streamline. It makes few references to the larger, global economy."  ~ Publisher's Weekly, Copyright 1996 Reed Business Information, Inc.