Dance of Change The Challenges to Sustaining Momentum in a Learning Organization

ISBN-10: 0385493223

ISBN-13: 9780385493222

Edition: N/A

Authors: Peter M. Senge, Charlotte Roberts, Richard B. Ross, Bryan Smith, George Roth

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Since Peter Senge published his groundbreaking book The Fifth Discipline, he and his associates have frequently been asked by the business community: "How do we go beyond the first steps of corporate change? How do we sustain momentum?" They know that companies and organizations cannot thrive today without learning to adapt their attitudes and practices. But companies that establish change initiatives discover, after initial success, that even the most promising efforts to transform or revitalize organizations—despite interest, resources, and compelling business results—can fail to sustain themselves over time. That's because organizations have complex, well-developed immune systems, aimed at preserving the status quo. Now, drawing upon new theories about leadership and the long-term success of change initiatives, and based upon twenty-five years of experience building learning organizations, the authors of The Fifth Discipline Fieldbook show how to accelerate success and avoid the obstacles that can stall momentum. The Dance of Change, written for managers and executives at every level of an organization, reveals how business leaders can work together to anticipate the challenges that profound change will ultimately force the organization to face. Then, in a down-to-earth and compellingly clear format, readers will learn how to build the personal and organizational capabilities needed to meet those challenges. These challenges are not imposed from the outside; they are the product of assumptions and practices that people take for granted—an inherent, natural part of the processes of change. And they can stop innovation cold, unless managers at all levels learn to anticipate them and recognize the hidden rewards in each challenge, and the potential to spur further growth. Within the frequently encountered challenge of "Not Enough Time," for example—the lack of control over time available for innovation and learning initiatives—lies a valuable opportunity to reframe the way people organize their workplaces. This book identifies universal challenges that organizations ultimately find themselves confronting, including the challenge of "Fear and Anxiety"; the need to diffuse learning across organizational boundaries; the ways in which assumptions built in to corporate measurement systems can handcuff learning initiatives; and the almost unavoidable misunderstandings between "true believers" and nonbelievers in a company. Filled with individual and team exercises, in-depth accounts of sustaining learning initiatives by managers and leaders in the field, and well-tested practical advice, The Dance of Change provides an insider's perspective on implementing learning and change initiatives at such corporations as British Petroleum, Chrysler, Dupont, Ford, General Electric, Harley-Davidson, Hewlett-Packard, Mitsubishi Electric, Royal DutchShell, Shell Oil Company, Toyota, the United States Army, and Xerox. It offers crucial advice for line-level managers, executive leaders, internal networkers, educators, and others who are struggling to put change initiatives into practice.
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Book details

List price: $37.50
Publisher: Knopf Doubleday Publishing Group
Publication date: 3/16/1999
Binding: Paperback
Pages: 608
Size: 7.50" wide x 9.00" long x 1.25" tall
Weight: 2.244
Language: English

George Roth was born in Germany and has a B .S. in Mechanical Engineering, a M. B. A. in Finance and Marketing, and a Ph .D. in Organizational Studies. Roth worked at Digital Equipment before becoming a staff member at the Massachusetts Institute of Technology's 21st Century Initiative. He also lectures at the MIT Sloan School of Management and is the director of a joint research project between Ford motor Company and MIT. He is also the co-founder of Reflection Learning Associates, Inc. Roth co-wrote The Dance of Change: Mastering the Twelve Challenges to Change in a Learning Organization.

Getting Started
Toward an Atlas of Organizational Change
The Life Cycle of Typical Change Initiatives
The Leadership of Profound Change
The Challenges of Profound Change
How to Read This Book
Generating Profound Change
Establishing a Pilot Group
The Growth Processes of Profound Change
Rethinking Time
Limits Ahead
The Challenges of Initiating
Not Enough Time
The Challenge
Culture Change at General Electric
Five Ways to Create Time
Minimal Intervention
Barking and Nonbarking Dogs
Managing a Practice Field
Integrating Work and Personal Life ... in Practice
No Help (Coaching and Support)
The Challenge
From Golf to Polo
A Cadre of Coaches
Climbing Out of the Muck
Precepts for Mentors
A Strategy for Building Competence
Five Kinds of Systems Thinking
Aikido for Change Leaders
Music, Listening, and Freedom
Not Relevant
The Challenge
The Case for Change at Visteon
"What Are We Doing This For?"
A Light Touch and a Long View
The Pinecone Strategy
Learning What We're Worth
Open-Book Management
After Fixing the Crisis
The History Map
Four Futures for a Change Initiative
Practicing Relevance
Walking the Talk
The Challenge
The Executive Leader's Perspective
How to "Walk the Talk" Without Falling Off a Cliff
"... As one of the first black engineers in South Africa ..."
"How Are We Hindering Our Management?"
Reflections for an Executive Leader
The Challenge of Sustaining Transformation
Fear and Anxiety
The Challenge
Gray Stamps
Unilateral Control
When Good People Do Terrible Things...
A Safe Place for "Not Knowing"
Heroic Modes
Unraveling the Knots from Your "Family of Origin"
Beyond "Winners and Losers"
Assessment and Measurement
The Challenge
Moving Upstream from Measurement
Measuring to Report...or to Learn?
Cracking the "Black Box" of a Learning Initiative Assessment
Performance Dashboards
True Believers and Nonbelievers
The Challenge
How to Set the Stage for a Change in Organizational Culture
Infectious Commitment
Heretical Tactics
The Perils of Shared Ideals
The Challenges of Redesigning and Rethinking
The Challenge
Community of Companies
Interdependence at Shell
From Control to Clarity
Visa International
"Learning Shareholders..."
Cultural Due Diligence
Redesigning an Airplane in Midflight
The Challenge
The Organizational Learning Cycle
BP's Pacesetter Network
The School for Managing
Bootstrap Principles
On-line Engagement
Learning Histories
A "World-Class" Reflective Practice Field
What Are "Communities of Practice"?
Watershed Events
Strategy and Purpose
The Challenge
Managing the Horizon
Asking Big Questions
Scenarios for Changing the World
Strategy as Conversation
Strategic Transformation at Royal Dutch/Shell
Sustainable Innovation
After the Rainforest
Electricity for All
Conscious Oversight
Leadership in the World of the Living
About the Authors
How to Get in Touch with the Creators of This Book
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