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| Preface | |
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| Background for Change | |
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| Introduction | |
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| A Simple Process | |
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| A Systematic Process | |
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| A Step-by-Step Process | |
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| Increased Chance for Success | |
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| Long-Term Success | |
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| Tone of the Book | |
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| Organization of Chapters | |
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| Twelve Pieces of Folk Wisdom about Change | |
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| The Grass Is Always Greener on This Side of the Fence | |
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| Guess What, Not Everyone Is Like Me | |
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| Stress Is Fertile Ground for Success | |
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| You Can't Make It If You Believe You're Faking It | |
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| If They Haven't Bought It, They Aren't Going to Keep It | |
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| Push Me and I'll Push You Back | |
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| If You Want Change, Have a Party | |
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| 100 Proof Change, Like 100 Proof Whiskey, Is Hard to Stomach | |
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| Change Is Loss | |
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| You Learn to Walk Only by Taking Baby Steps | |
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| To Err Is Not Only Human, But Divine | |
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| Risk Is Not Russian Roulette | |
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| Concluding Note | |
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| Resistance to Change | |
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| Paucity of Research Base | |
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| Force Field Analysis | |
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| Sources of Resistance | |
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| Antidotes | |
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| Concluding Note | |
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| Crafting Strategies for Unfreezing | |
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| Unfreezing | |
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| Strategies for Strain | |
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| Strategies for Potency | |
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| Strategies for Valence | |
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| Crafting the Overall Strategy | |
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| Performing Change | |
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| Change Checklist | |
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| Analysis | |
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| Planning | |
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| Implementation and Evaluation | |
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| Summary | |
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| Institutionalization of Change | |
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| Fundamental Premise | |
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| Planning and Preparation | |
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| Timing | |
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| Congruence with Mission | |
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| Environmental Sensitivity | |
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| Clarity and Simplicity | |
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| Unpretentious Realism | |
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| Sufficient, Not Indulgent Resources | |
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| Strong, Central Leadership | |
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| Reduced Individual Proprietary Interest | |
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| Concluding Note | |
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| How to Keep from Being a Victim of Change | |
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| O.K. to Resist | |
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| Reverse Change Strategies | |
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| Exploit the Possibilities | |
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| Lead the Parade | |
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| Define Problem Ownership | |
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| Call a Timeout Daily | |
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| Have Fun | |
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| Analyze for Congruency | |
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| Concluding Note | |
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| Managing Change Teams | |
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| Using Teams for Change | |
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| Forming the Team | |
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| Initiating the Team | |
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| Knowledge about Change | |
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| Providing Resources | |
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| Directive Collaboration | |
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| Advantages of Directive Management | |
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| Advantages of Collaborative Management | |
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| Combining the Approaches | |
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| Directive Collaboration Step by Step | |
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| Applying Directive Collaboration | |
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| Reflections on the Process | |
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| Infusing Change into Organizational Systems | |
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| Evaluation | |
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| Budgeting | |
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| Strategic Planning | |
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| Education Reform | |
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| Concluding Note | |
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| Toward Becoming an Artisan of Change | |
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| In Retrospect | |
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| Four Caveats | |
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| Cited Exercises | |
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| Change Checklist | |
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| References and Resources | |
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| Index | |