Richard H. Axelrod - Terms of engagement: changing the way we change organizations
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Terms of engagement: changing the way we change organizations
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Berrett-Koehler Publishers, Inc. 450 Sansome Street, Suite 1200 San Francisco, CA 94111-3320 Tel: (415) 288-0260 Fax: (415) 362-2512 www.bkconnection.com
The Conference Model is a registered trademark of The Axelrod Group, Inc.
Printed in the United States of America
Printed on acid-free and recycled paper that is composed of 50% recycled fiber, including 10% postconsumer waste.
Library of Congress Cataloging-in-Publication Data
Axelrod, Richard H., 1943 Terms of engagement: changing the way we change organizations / by Richard H. Axelrod. 1st ed. p. cm. Includes bibliographical references and index. ISBN 1-57675-084-1 1. Organizational changeManagement. 2. Employee motivation. I. Title. HF58.8 .A94 2000 658.4'06-dc21 99-044009
First Edition
04 03 02 01 00 10 9 8 7 6 5 4 3 2 1
Book Production: Pleasant Run Publishing Services Composition: Classic Typography
Page iii
To my parents Sidney and Carolyn
Page v
CONTENTS
Foreword: The Means of Engagement
by Peter Block
vii
Preface
xiii
Introduction: You Can't Get There Alone
1
Part 1 The Problem and the Solution
1. Why Change Management Needs Changing
9
2. The Engagement Paradigm
29
Part 2 Producing the Engaged Organization
3. Widening the Circle of Involvement: People and Ideas
49
4. Connecting People to Each Other
75
5. Creating Communities for Action
105
6. Embracing Democratic Principles
135
Page vi
Part 3 Getting Started
7. When Engagement Disengages: Some Words of Caution before You Begin
165
8. The Power of Engagement
197
Bibliography
213
Index
215
About the Author
219
About the Axelrod Group
221
Page vii
FOREWORD THE MEANS OF ENGAGEMENT
We put great energy into trying to change our organizations and it is always more difficult and takes longer than we imagined. Some of this is in the nature of change and the general human reluctance to give up a known though painful present for an unknown though possible future. Much of the resistance to change, however, grows but of the way we try to achieve it. Often I think that people are not so much resistant to change, which happens all the time, as we are resistant to imposition and to persuasive, new-age coercion.
The most common way we try to change organizations is through strong leadership, clear vision, enrollment, rewards, and training events designed to get the new message across. Leaders and their specialists huddle to devise strategies to get employees, customers, and the universal targets of changethe stakeholders"on board." Those planning the change somehow think that it is they who are in the boat and others who are in the water. When people talk of the need for change, they are usually thinking that it is someone else who needs to change.
This mind-set is what drives modern change management methods that include many meetings, many presentations, endless discussions of burning platform issues, lots of process-improvement programs, and a basket of essentially leader-directed moves. And when the change process is too slow, the typical response is to redouble our efforts and drive faster. As if picking up speed will solve the problem of being on the wrong road. In some ways it may help, for we are able to get to the wrong destination faster.
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Printed on acid-free and recycled paper that is composed of 50% recycled fiber, including 10% postconsumer waste.