| |
| |
| Preface | |
| |
| |
| Executive Summary | |
| |
| |
| Introduction | |
| |
| |
| Theoretical Foundations of the Model of Cooperative Contextual Change | |
| |
| |
| On Change and Resistance to Change | |
| |
| |
| Theories on Change | |
| |
| |
| A Systemic Approach to Change: the Communicative Therapy | |
| |
| |
| Resistance to Change: A Resource to Make Change Happen | |
| |
| |
| The Foundations of M3C Model of Cooperative Contextual Change, and Its Operating Concepts | |
| |
| |
| On Contextualism | |
| |
| |
| On Cooperation | |
| |
| |
| On Principled Negotiation | |
| |
| |
| Operating Concepts of M3C: Stake | |
| |
| |
| On Behaviors, Norms, Rules, Values | |
| |
| |
| On Leadership | |
| |
| |
| Operating Concepts of M3C: Contextual Drivership | |
| |
| |
| Operating Concepts of M3C: Reliability | |
| |
| |
| On Accountability | |
| |
| |
| Operating Concepts of M3C: Autonomy | |
| |
| |
| On Commitment and Motivation | |
| |
| |
| Motivation | |
| |
| |
| Commitment | |
| |
| |
| Operating Concepts of M3C: Commitment | |
| |
| |
| On Competencies Development | |
| |
| |
| Operating Concepts of M3C: Competence | |
| |
| |
| On Creative and Innovative Thinking | |
| |
| |
| The M3C Model of Cooperative Contextual Change | |
| |
| |
| The Four Elements of Dynamic Stability | |
| |
| |
| The First Element of Stability: Explicit Stake | |
| |
| |
| The Second Element of Stability: Co-built and Co-opted Ground Rules | |
| |
| |
| The Third Element of Stability: Systemic Relationships to Initiate and Regulate Actions | |
| |
| |
| The Fourth Element of Stability: Solution-Oriented Mindset | |
| |
| |
| The M3C Model of Cooperative Contextual Change | |
| |
| |
| The Learning Process to Implement M3C | |
| |
| |
| Context's Assessment | |
| |
| |
| Conflict Cleansing Process | |
| |
| |
| Community Norming | |
| |
| |
| Contextual Drivership | |
| |
| |
| Cooperative Innovation | |
| |
| |
| Protocols to Implement the Model of Cooperative Contextual Change | |
| |
| |
| Context's Assessment | |
| |
| |
| Emotional Leveling Communication Protocol | |
| |
| |
| Strategies for Reducing Actors' Resistance to Change | |
| |
| |
| Community Norming | |
| |
| |
| Cooperation Emergence Protocol | |
| |
| |
| Creative Negotiation Grid | |
| |
| |
| The Five Elements of a Creative Negotiation | |
| |
| |
| The Stake and Prioritized Interests | |
| |
| |
| The BATNA and Other Alternatives | |
| |
| |
| The Legitimate Criteria | |
| |
| |
| The Creative Options | |
| |
| |
| The Four Phases of Creative Negotiation | |
| |
| |
| Analyzing the Context and Preparing Negotiation | |
| |
| |
| Sharing Information | |
| |
| |
| Trading Off Interests and Bargaining | |
| |
| |
| Implementing the Agreement | |
| |
| |
| The Three Key Elements of Creative Negotiation | |
| |
| |
| Anchoring | |
| |
| |
| Suggesting Trade-offs | |
| |
| |
| Proposing the Deal | |
| |
| |
| The Two Factors of a Creative Negotiation | |
| |
| |
| The Context | |
| |
| |
| The Negotiators | |
| |
| |
| Feedback Matrix | |
| |
| |
| Decision-Making and Strong Consensus Protocol | |
| |
| |
| Contextual Drivership | |
| |
| |
| Organizational Alignment Map | |
| |
| |
| Driver's Added Value Matrix | |
| |
| |
| Reliability Matrix | |
| |
| |
| Team's Reliability Matrix | |
| |
| |
| Implementing a Drivership Strategy to Effectively Develop Reliability | |
| |
| |
| Autonomy Curve | |
| |
| |
| Implementing the Autonomy Curve | |
| |
| |
| Follow-up Protocol (FIP) and Support Protocol (SAS) | |
| |
| |
| Follow-up Protocol: the Fixed Points | |
| |
| |
| Support Protocol: the Slots of Active Support (SAS) | |
| |
| |
| Strategies to Build Power Patterns | |
| |
| |
| The Adaptability Matrix | |
| |
| |
| The Power Patterns Matrix | |
| |
| |
| Commitment Enhancement Matrix | |
| |
| |
| Commitment and Motivation in the Contextual Drivership Paradigm | |
| |
| |
| Features and Structure of the Commitment Enhancement Matrix | |
| |
| |
| Recommendations to Maintain and Increase Commitment | |
| |
| |
| Competencies Development Cycle Matrix | |
| |
| |
| The Process to Facilitate Assignments' Rotation | |
| |
| |
| Transferring Routine Assignments in Sleeping Base Assignments | |
| |
| |
| Consolidating Key Assignments into Routine Assignments | |
| |
| |
| Formalizing Development Assignments to Transform Them into Key Assignments | |
| |
| |
| Identifying Development Assignments in the Sleeping Base | |
| |
| |
| Cooperative Innovation | |
| |
| |
| GEI Groups for Exchange and Improvement | |
| |
| |
| Silent Roundtable Protocol | |
| |
| |
| Call for Ideas Protocol | |
| |
| |
| Reasons-or-Results (RORR) Protocol | |
| |
| |
| Substantiating Cases of the Implementation of the M3C | |
| |
| |
| The Change Process at the Industrial Department in the Rubber Company | |
| |
| |
| The Context of the Rubber Company | |
| |
| |
| Starting the Change Process at the Company Level | |
| |
| |
| Starting the Change Process at the Industrial Department | |
| |
| |
| Implementing the M3C at the Industrial Department | |
| |
| |
| Leveraging the Contextual Drivership Method | |
| |
| |
| Outcomes of the Implementation of the M3C in the Industrial Department | |
| |
| |
| The French Subsidiary of an American Multinational Company | |
| |
| |
| The Context of the American Multinational (AMN) and Its French Subsidiary (FS) at March 2002 | |
| |
| |
| Implementing the M3C for FS's Management Committee | |
| |
| |
| FS's Context in March 2003 | |
| |
| |
| Using FS's Manager's Perception to Analyze the Outcomes of the Implementation of the M3C | |
| |
| |
| Unexpected Findings | |
| |
| |
| Conclusions | |
| |
| |
| Recommendations | |
| |
| |
| Appendices | |
| |
| |
| Features of the Different Types of Change | |
| |
| |
| Global View of the Drivership Approach | |
| |
| |
| Bibliography | |
| |
| |
| Tables and Diagrams | |
| |
| |
| Endnotes | |