Terms of Engagement: New Ways of Leading and Changing Organizations by Richard A

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The traditional top-down coercive change management paradigm in which leaders light a fire under employees actually discourages engagement. Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone enthusiastically committed to organisational transformation.

FORMATPaperback LANGUAGEEnglish CONDITIONBrand New Publisher Description

Building engagement is crucial for every organization. But the traditional top-down coercive change management paradigm-in which leaders "light a fire" under employees-actually discourages engagement.Richard Axelrod offers a better way. After debunking six common change management myths, he offers a proven, practical strategy for getting everyone-not just select committees or working groups-enthusiastically committed to organizational transformation. This revised edition features new interviews-everyone from the vice president of global citizenship at Cirque du Soleil to a Best Buy clerk-and new neuroscience findings that support Axelrod's model. It also shows how you can foster engagement through everyday conversations, staff meetings, and work design.

Notes

2nd edition. Subtitled, New Ways Of Learning & Changing Organizations.

Author Biography

Richard Axelrod is a founder of and principal in the Axelrod Group, Inc. His clients include Boeing, Coca-Cola, Corning, Ford, Harley-Davidson, Hewlett-Packard, and Kaiser Permanente. He is the coauthor of You Don't Have to Do It Alone.

Table of Contents

Foreword Preface Introduction: Engagement Makes a DifferenceChapter 1. Why Change Management Needs Changing Chapter 2. Engagement is the New Change Management Chapter 3. Six Change Management Myths Chapter 4. Lead with an Engagement Edge Chapter 5. Leadership Conversations that Foster Engagement Chapter 6. Widen the Circle of Involvement Chapter 7. Connect People to Each Other Chapter 8. Create Communities for Action Chapter 9. Promote Fairness Chapter 10. When Engagement Disengages: Some Words of Caution Before You Begin Chapter 11. Design Work with Engagement Built In Chapter 12. How to Start Where You Are Chapter ReviewsResources-How to Build Trust -A Brief History of the New Change Management Works CitedAcknowledgmentsIndexAbout the Axelrod Group, Inc.About the Author

Review

"Over 70 percent of organization change efforts fail. Clearly, change management needs an overhaul. Just as clearly, Dick Axelrod has provided the tools for reformation. Engaging people may seem obvious, but how to do it is not. This highly useful book provides enlightenment for the not-so-obvious."—Warner Burke, PhD, Edward Lee Thorndike Professor of Psychology and Education and Chair, Department of Organization and Leadership, Teachers College, Columbia University"Why is Terms of Engagement an enduring classic? Because its insights are rooted in a deep understanding of how people in organizations actually think and work. Timeless wisdom in a profoundly engaging form."—Sally Helgerson, coauthor of The Female Vision and author of The Female Advantage and The Web of Inclusion"A manual on closing the gap between how an organization's people need to change and how they can and want to change." —Art Kleiner, Editor-in-Chief, Strategy+Business"Brings together solid neuroscience research with simple, clear frameworks and tells a great story to make it all easy to digest."—David Rock, founder, Results Coaching Systems; cofounder, The NeuroLeadership Institute; and author of Your Brain at Work"Dick is a wizard. This book is important. Few people in the world of transformation have Dick's insights, concrete thinking, and methods for making change stick." —Peter Block, author of Stewardship, Flawless Consulting, and Community "Terms of Engagement is a manual on closing the gap between how an organization's people need to change, and how they can and want to change." —Art Kleiner, Editor-in-Chief, strategy+business"Terms of Engagement makes it clear that change management is an oxymoron. Real change requires engagement rather than engineering. Axelrod sets forth the art and science of how."—Sally Helgesen, author of The Female Vision, The Female Advantage, and The Web of Inclusion"Over seventy percent of organization change efforts fail. Clearly change management needs an overhaul. Just as clearly Dick Axelrod has provided the tools for reformation.." —Warner Burke, Edward Lee Thorndike Professor of Psychology and Education and Chair, Department of Organization and Leadership, Teachers College, Columbia University"By implementing Dick Axelrod's change principles and practices, our engineering team has a renewed vision for working together and a real hope for a brighter future. His engagement model is now a fundamental part of our people plan and the way we address significant change." —Hank Queen, Vice President, Engineering and Manufacturing, Boeing Commercial Airplanes"'Engagement' is to organizational performance what 'cloud computing' is to improved computational performance. Axelrod's model links the power of people in the pursuit of excellence. It is both an architecture and a process for responding quickly to changing business conditions."—Michael J. Freeman, Worldwide Training Manager, Agilent Technologies"Dick Axelrod is one of our longest serving and most successful instructors. Terms of Engagement makes what he teaches in the classroom available to all. In an age when too many of us position technology and leaders at the center of our analysis, Axelrod does something profoundly important by redirecting our attention to the role of community and interaction in accomplishing change and achieving innovation."—Steve Laymon, PhD, Associate Dean for Business and Professional Programs, Graham School of General Studies, University of Chicago"I have seen these ideas in action. This is the fieldbook of change tools and techniques!" —Charlotte Roberts, coauthor of The Fifth Discipline Fieldbook and The Dance of Change"Over the years, I've learned a great deal from Dick Axelrod about how to truly engage people in creating real organizational change. The learnings in this book are essential for us to understand in these times of relentless change."—Margaret J. Wheatley, author of Leadership and The New Science and Turning to One Another"Dick Axelrod is among the best there is when it comes to bringing people together from across silos and hierarchies so they can make significant organizational contributions. If you want your business strategy to be more than words on paper, heed this book's lessons."—Peter Koestenbaum, author of Leadership: The Inner Side of Greatness and The Philosophic Consultant"I experienced Dick's change process firsthand and saw amazing results! To attempt successful change without this book in hand is like entering a strange city without a GPS."—Sharon Jordan-Evans, coauthor of Love 'Em or Lose 'Em"Axelrod provides the reader an opportunity to become an active participant in a different kind of change: the change that will energize an organization to new levels of performance and satisfaction."—Richard Teerlink, former Chairman, Harley-Davidson"If you are interested in change management, Dick Axelrod has written the book for you. The first edition contained a lot of good material, but this edition goes way beyond those ideas. I am going to use it with all of my organization design clients to ensure implementation." —Jay Galbraith, President, Galbraith Management Consultants Ltd."My clients gobbled up the first edition of Terms of Engagement. Just wait until they get their hands on the second edition. Dick widened his own circle of involvement for this new edition through background interviews, correlations with the latest brain research, and new stories from healthcare, utilities, cities, and airlines—proof positive he is the real deal. This new change management stuff really works." —Christine Whitney Sanchez, President, Collaborative Wisdom & Strategy"In this new edition of what is already a classic, Dick Axelrod shares even more honest insights and actual examples. You will come away from reading this book with a greater confidence in the case for, and the how-to of, embracing the power of true engagement."—Amy Kates, coauthor of Designing Dynamic Organizations"The first edition of Terms of Engagement's pragmatic, principled ideas and methods ensured it would become a must-read classic for executives and change consultants alike. In the second edition, these ideas have been updated and additional materials added to each chapter to help people apply these now-proven principles and practices. And, of course, it is still a must-read classic."—Robert J. Marshak, Scholar in Residence, School of Public Affairs, American University, and author of Covert Processes at Work"Engagement is the 'new organizational form' and key to the success of organizations and communities around the world. In describing engagement as a new model of change and as a way of working, Dick puts forth its principles and practices and tells us how to make it happen." —Diana Whitney, coauthor of Appreciative Leadership and The Power of Appreciative Inquiry"I've experienced firsthand some of Dick's techniques for engaging people. Following his change principles has helped me tremendously. The first edition of Terms of Engagement is the most-worn volume on my book shelf; I'm sure the second edition will take over first place in no time. The new material on job design and brain science adds great insights."—Annette Freund, Vice President, Corporate HR and Support, Navistar, Inc."What struck me when I read this book was the extraordinary combination—in one place—of pragmatic theory, real-life accounts, and practical advice for those wishing to implement major organizational change. Dick's well-researched, pragmatic principles provide solid foundations for engaging people to accomplish great things."—Tom Devane, author of Integrating Lean Six Sigma and High-Performance Organizations and coauthor of The Change Handbook"Terms of Engagement is an inspiring journey of engagement—combining a landscape of practice and principles, scientific insight, and compassionate wisdom. It will be an indispensable guide to anyone serious about improving the way we bring people together for noble and sustainable work." —Mila N. Baker, Senior Consultant, The World Bank Group"Terms of Engagement is all about the why, the what, and the how of employee engagement and makes the case better than anything else out there."—Matt Minihan, Partner, Sapience Organizational Consulting "This new edition of Terms of Engagement creates an even more compelling case for a new, different, and potentially more effective way to go about organizational change. If you're looking for current step-by-step help on change management, this is for you."—Sara Hakanson, Vice President of Organizational Development and HRD, Otto Bock Healthcare"This new version of Terms of Engagement is terrific. I love the distinction Dick makes between old change management practices and new. In keeping with this new thinking, he writes the book in a way so that you can lead change on your own."—Rick Maurer, author of Beyond the Wall of Resistance"This revision holds new and updated material that is essential to rectifying the current crisis of leadership and provides practical ways to assist changes in organizations that are not only needed but sustainable."—Angeles Arrien, cultural anthropologist and award-winning author of The Second Half of Life"Axelrod has been watching, studying, managing, and engaging in change for most of his life. Learn from this master."—Geoff Bellman, coauthor of Extraordinary Groups"In many corporations, people are fed up with change management. Dick shows how you can change organizations with people, not in spite of them. Use his insights and benefit from his practical experience. I promise you it will work because I experienced it myself."—Manfred Höefler, Managing Director, Integrated Consulting Group, Austria"The Axelrod team has succeeded in making a good product better. I confess that the phrase 'change management' leaves me cringing as only a good oxymoron can do—but all that aside, this book goes well beyond the superficial phrase down to the hardcore realities of organizations and how to make them fully functional. It is all about people, engaged people—and this book will get you there."—Harrison Owen, author and creator of Open Space Technology"In the search for simple ways to address the complex challenges facing organizations, Dick Axelrod provides welcome insights. The powerful principles and practices he names are key to change that works. The stories he tells bring the ideas to life. Bravo!"—Peggy Holman, author of Engaging Emergence and The Change Handbook"To say that the new and expanded version of Richard Axelrod's Terms of Engagement is important reading for managers and consultants is a significant understatement. It is required reading for anyone interested in and involved in organizational change. Richard Axelrod is acknowledged as one of our major contributors to the field of organization development. This work continues to reinforce his reputation." —Peter Sorensen, PhD, Director of PhD/MOB Programs, Benedictine University"We know a lot about engaging brains and brawn in the workplace, but we are just beginning to understand what it means to engage the whole person—brains, brawn, imagination, spirit, and common sense. Dick Axelrod's personal story and practical insights take us to a deeper place. Thank you for your tremendous contribution."—Sandra Janoff, PhD, codirector, Future Search Network, and coauthor of Future Search and Don't Just Do Something, Stand There "Sometimes wisdom is made accessible to all. A great book for those serious about improving their organization, regardless of your definition of 'improvement.'"—Barry Johnson, author of Polarity Management"A timely and essential review for leaders wanting to enhance their capacity to motivate their workforces to achieve breakthrough business and organizational value."—David Isaacs and Juanita Brown, cofounders, The World Café Community"The new 'engagement paradigm' that Axelrod challenges us to embrace is effectively demonstrated in numerous real-life examples enhanced by guiding principles, graphics, and summaries at the end of each chapter. This is a 'must book' for anyone leading organizational change."—Billie T. Alban and Barbara Benedict Bunker, coauthors of Large Group Interventions and The Handbook of Large Group Interventions

Long Description

Organizational change pioneer Richard Axelrod explained in the first edition of "Terms of Engagement" why the old mechanistic approaches to change no longer worked, and offered four essential new principles that lead to an engaged organization: Widen the circle of involvement; Connect people to each other and ideas; Create communities for action; and Practice democratic principles. Drawing on numerous examples from such companies as Hewlett-Packard, Mercy Healthcare, First Union Bank, and others, Dick explained how the four principles of the Engagement Paradigm enabled leaders to create energy and commitment instead of apathy and resistance. Recognizing the potential for misapplication, he also showed how engagement can disengage, and identifies potential pitfalls to avoid. In this revised 2nd Edition, Dick again focuses on the four engagement principles but updates them to reflect current thinking and trends. It focuses on leadership and engagement, contains updated research findings on employee engagement and productivity, and includes more case studies and stories from a wider range of industries and organizations.

Review Quote

"Over 70 percent of organization change efforts fail. Clearly, change management needs an overhaul. Just as clearly, Dick Axelrod has provided the tools for reformation. Engaging people may seem obvious, but how to do it is not. This highly useful book provides enlightenment for the not-so-obvious."-Warner Burke, PhD, Edward Lee Thorndike Professor of Psychology and Education and Chair, Department of Organization and Leadership, Teachers College, Columbia University

Excerpt from Book

Engagement Makes a Difference We''re about to start a change process, and I think we''re going about it the wrong way." Hank Queen, soon to become vice president of engineering and product integrity for Boeing Commercial Engineering, and Charlie Bofferding, president of the Society of Professional Engineering Employees in Aerospace, were present for a talk I was giving about the four engagement principles that are core to Terms of Engagement. Boeing was just coming off of the largest white-collar strike in U.S. history, where more than fourteen thousand employees walked off the job, and Charlie had suggested that Hank come and hear what I had to say. At the break, Hank pulled me aside, and with those words, "We''re about to start a change process, and I think we''re going about it the wrong way," launched a change process that ultimately affected the entire engineering organization. This process, based on the four principles that make up the new change management, resulted in a 40 percent improvement in employee satisfaction, along with many productivity improvements. Three years later, the same employees who went on strike voted by a margin of more than 80 percent to renew their contract. Today, new programs, such as the 787 Dreamliner and Multi-Mission Maritime Aircraft, have added six thousand new jobs in Washington state. Production rates for commercial airplanes are increasing, and orders are up. Every leader faces the eternal question, How do I engage people in the purpose of the enterprise? You might be like Hank, trying to rebuild a culture; or Carol Gray, trying to improve access to health care in Calgary, Alberta; or Jan Mears, trying to implement a global SAP process at Kraft Foods, Inc. Terms of Engagement provides the answer. In my work with leaders in organizations large and small, I find them grappling with a turbulent environment where rapidly changing technology makes yesterday''s innovative ideas obsolete. Reorganizations happen so fast, it is almost impossible to keep track of the entities'' names. The job you had yesterday is not the job you have today, and it is not the job you will have tomorrow, if you have a job at all. Organizations find themselves existing simultaneously as competitors and partners. Leading in this world requires all of the physical and emotional resources leaders can muster. Globalization requires organizations to find ways of working that span culture, time, and distance. All of this is taking place in a world where people have more access to information today than in the entire history of civilization, yet they are increasingly lonely, isolated, and disconnected. Extreme wealth and poverty live side by side, while the gap between them increases exponentially. Authoritarianism and violence are rising in a world where people say they want peace. The changes are so profound and occurring so rapidly that drinking from a fire hose feels like a leisurely cup of tea. Yet this is our reality, and in this world, success belongs to organizations and leaders who respond effectively to this complex, chaotic environment. HOW BIG A DIFFERENCE DOES ENGAGEMENT MAKE? In the first edition, I responded to those who said the cost of engagement is too high by asking, "What is the cost of disengagement?" Now we know. * Disengaged workers cost the economy more than $300 billion a year (Gallup 2010). * McKinsey & Company, in a global study of successful organizational transformations, identified cocreation, collaboration, and employee engagement as key success indicators (McKinsey & Company 2010). * Northwestern University found that organizations with engaged employees have customers who use their products more, and increased customer usage leads to higher levels of customer satisfaction (Cozzani and Oakley n.d.). * ISR, a Chicago-based consulting firm that has one of the largest databases on employee engagement, discovered that engaged organizations are 52 percent more profitable than their disengaged counterparts (MacLeod and Clarke 2009). * Hewitt Associates has an Employee Engagement and Best Employer Database of fifteen hundred companies. In companies with 60 to 70 percent engaged employees, average total shareholder''s return (TSR) stood at 24.2 percent. In companies with only 49 to 60 percent engaged employees, TSR fell to 9.1 percent. Companies with engagement below 25 percent suffered negative TSR (Wellins, Bernthal, and Phelps 2005). * A recent poll by Challenger, Gray & Christmas, Inc., found employee engagement to be a top priority for Chicago-based senior HR leaders (Challenger, Gray & Christmas, 2010). THE OLD CHANGE MANAGEMENT If you look at any major corporation or government entity worldwide, this is what you will see: leaders with an army of consultants creating new organizational directions--the few deciding for the many. Often, leaders and consultants try to soften the blow by creating steering teams and project teams. But most people end up feeling that their voices don''t count. They are left on the outside, wondering what is going to happen. This approach to organizational change is so pervasive that few question it. It''s just what you do. Four beliefs are the hallmarks of the old change management: the few decide for the many; solutions first, people second; fear builds urgency; and inequality is the norm and life isn''t fair. These beliefs are so ingrained that leaders and consultants do not consider their approach to change as "the old change management." WHY DO CHANGE MANAGEMENT INITIATIVES FAIL? Most change management initiatives, while professing the importance of people, forget real human beings are involved. When change management processes identify people as "change targets," they deny their humanness. Peter Koestenbaum, noted author and philosopher, says, "The essence of being human is the freedom to make choices; there is no escape" (P. Koestenbaum, pers. comm., October 27, 2009). Whether you are trying to create an engaged organization or engage people in the latest business imperative, leaders and those who work with them make choices. Leaders make choices daily about the principles they follow, the methods they use to bring about change, and the ways they interact with others. Organizational members make choices about whether they will sit on their hands or engage with the organization''s goals. These choices have consequences. Ultimately, they determine whether change will meet with footdragging resistance or wholehearted energy. IS YOUR PLATFORM REALLY BURNING? Popular theorists like Daryl Conner and John Kotter reinforce the notion of plug and play, order, and predictability. They aren''t the only ones, just well-known theorists who reinforce the old change management. Conner (1992) popularized the notion of burning platforms as a key ingredient for change: the way to get people to change is to light a fire under them. We''ll see later how neuroscience research is showing how lighting fires may shut people down rather than start them up. While not advocating burning platforms, Harvard professor John Kotter (1996) wants leaders to create guiding coalitions populated by senior management, which in turn produce strong visions for the organization to follow. These ideas represent the old change management--a series of leader-directed moves where the few decide for the many. In the old change management, leaders seek to create "buy-in" to a predetermined solution. Buy-in turns leaders into salespeople and employees into consumers, thereby creating engagement gaps that increase resistance instead of decreasing it. Henry Mintzberg, the John Cleghorn Professor of Management Studies at McGill University in Montreal, writes in Harvard Business Review, "Kotter''s approach sounds sensible enough and has probably worked. But how often and for how long? What happens when the driving leader leaves?" (Mintzberg 2009, 2). Mintzberg goes on to say that building community is key to successful organizational change, and I''ll talk more about this in chapter 8. THE NEW CHANGE MANAGEMENT The new change management is a set of principles and practices that provide people with a voice in change that impacts them. Unfortunately, just as "Coke" is the universal word for soft drinks, "change management" has become the universal term used to describe all organizational change efforts. Many believe the term "change management" is an oxymoron. I understand that you offend people when you think you can manage them into changing. I have chosen to fight this battle by offering a different way to approach change management. And instead of coining a brand-new term, I''ve chosen to put the word "new" in front of "change management" to symbolize the difference. Every change process is different. Every organization is different. No matter how much planning you do, there will always be unintended consequences. After all, you are dealing with people, not machines. A principle-based approach to change is not only necessary, it''s practical. The principles and practices of the new change management build a solid foundation for change, and they provide guidance when you don''t know what to do. Here are the new change management''s principles and practices: Principles * Widen the circle of involvement * Connect people to each other * Create communities for action * Promote fairness Practices * Honesty * Transparency * Trust Taken together, these principles and practi

Details ISBN1605094471 Language English ISBN-10 1605094471 ISBN-13 9781605094472 Media Book Format Paperback Short Title TERMS OF ENGAGEMENT 2/E Edition 2nd Year 2010 Imprint Berrett-Koehler Subtitle New Ways of Leading and Changing Organizations Place of Publication San Francisco Country of Publication United States DEWEY 658.406 Illustrations Illustrations Series Agency/Distributed Pages 264 Publication Date 2010-10-04 UK Release Date 2010-10-04 AU Release Date 2010-10-04 NZ Release Date 2010-10-04 US Release Date 2010-10-04 Author Richard Axelrod Publisher Berrett-Koehler Edition Description 2nd edition Audience Professional & Vocational We've got this

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