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Terms of Engagement: Changing the Way We Change Organizations Hardcover – May 1 2000


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Product Details

  • Hardcover: 222 pages
  • Publisher: Berrett-Koehler Publishers (May 1 2000)
  • Language: English
  • ISBN-10: 1576750841
  • ISBN-13: 978-1576750841
  • Product Dimensions: 16.4 x 2.2 x 22.9 cm
  • Shipping Weight: 553 g
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Bestsellers Rank: #934,697 in Books (See Top 100 in Books)
  • See Complete Table of Contents

Product Description

Review

"Axelrod defines four leadership challenges that must be met if an organization is to deal with the dramatic changes that are our ongoing reality: widening the circle of involvement, connecting people to each other and ideas, creating communities for action, and embracing democratic principles. Facing these challenges will require changea different kind of change. Through real life examples and provocative writing he provides the reader an opportunity to become an active participant in that different kind of change. The change that will energize an organization to new levels of performance and satisfaction." -- Rich Teerlink, former Chairman, Harley Davidson

"Dick Axelrod his given us a mandate for the next millennium: We need to change the way we change organizations. The new 'engagement' paradigm that Dick challenges us to embrace is effectively demonstrated in numerous real life examples. The book is enhanced by guiding principles, graphics, and summaries at the end of each chapter. This is a 'must' book for anyone leading organizational change." -- T. Alban and Barbara Benedict Bunker, coauthors of Large Group Interventions

"Over the years, I've learned a great deal from Dick Axelrod about how to truly engage people in creating real organizational change. I'm so grateful that he has taken the time to convey his experience and wisdom. The learnings in this book are essential for us to understand in these times of relentless change." -- Margaret Wheatley, author of Leadership and the New Science and coauthor of A Simpler Way

"Terms of Engagement is an exciting new contribution to the field of organizational change. Axelrod provides leaders with a coherent set of principles for addressing business and social issues instead of tired techniques. Balanced, compelling, smoothly blending theory with practical examples, Terms of Engagement is a must-read." -- Hideo Murakami, Senior, Vice President, Queen Emma Foundation

"Terms of Engagement provides a roadmap for creating meaningful, repeatable and sustainable change. After reading Terms of Engagement and having participated in the conference model, I am convinced that real engagement is the key to unleashing the most powerful resource we have, our fellow employees." -- Jim Maynor, President and CEO, The Money Store

About the Author

Richard H. Axelrod helped revolutionize the world of organizational change when, together with his wife Emily, he developed the Conference Model, a process for engaging the entire organization in system-wide change. He is currently working with Peter Block and the Association for Quality and Participation to develop the School for Managing, an innovative approach to management education.

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Customer Reviews

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Format: Hardcover
Is change failing? Are multiple leaders' initiatives foundering? Is vast energy being expended on change projects by roving teams of the best and the brightest? Maybe the approach is all wrong. Maybe you need ... more people.
So argues Richard Axelrod, democrat and change consultant. Believing that current change practices are too slow and bureaucratic, Axelrod asserts that there simply isn't enough engagement. In other words, after forty years in the business world - a world in which "it sometimes seems as if everything is changing at the speed of light" - the author has concluded that change efforts fail when people don't feel involved.
Whether this is a brilliant insight or a beacon of the trite and obvious is for the reader to determine. In the meantime, consider Axelrod's "engagement paradigm": widen involvement, connect people, create communities, and embrace democracy. All laudable in theory, and the author goes to great lengths to prove that such an approach doesn't cost or waste or confuse as much as a skeptic might imagine. But what does it mean? Larger meetings, fine, open-ended questions, certainly, flip charts and round tables, marvelous, but do these a paradigm make? When you look for details here you find yourself grasping at shadows. Ask for a specific action and Axelrod recommends "creating a compelling purpose." Some might find this a little vague.
Yet lying beneath the misty surface are basic assumptions, assumptions about pluralism and democracy all the more intriguing for remaining untested. Axelrod asserts for example that in large group change meetings, individuals frequently set aside their self-interest for the benefit of the organization. Perhaps, but couldn't we look to our founding fathers for another explanation?
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By Rolf Dobelli on May 8 2001
Format: Hardcover
Richard H. Axelrod presents a model for creating more effective change in an organization by involving everyone in the change process from the beginning. He suggests setting up large conferences with cross-functional, multidisciplinary planning and implementation groups. As this implies, he advocates combining planning and implementation, rather than creating parallel processes. He argues that the top-down approach of having a leader who sells a vision to the organization doesn't work, although the leader should be involved in the conference process. It seems shortsighted to dismiss visionary leadership, with its successful track record in various settings, yet Axelrod has organized his ideas clearly. He provides tools for using his approach, including anecdotal success stories, how-to inserts, and guidelines for following this process. His model shares some characteristics of other conference planning approaches, including "Future Search." However, we [...] recommend this engagingly written book for its appeal to executives and top managers who seek intriguing planning and change strategies.
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By Donald Mitchell #1 HALL OF FAMETOP 50 REVIEWER on Dec 9 2000
Format: Hardcover
I first experienced this change model as a young management consultant in the late 1960s, and was overwhelmed by its effectiveness then. Over the years, I have made this approach a central tenet of how I work with client organizations and our own. Richard Axelrod's book is the best description I have seen to date of the key elements of this model and the reasons why they work. I heartily endorse that you become familiar with this book, which will undoubtedly be a standard reference for many years to come. I was particularly pleased to see how well he has combined the perspectives of many other business and nonbusiness thinkers in this area.
The key challenge to successful change is in communication. Everyone agrees on that from Axelrod to Bob Kaplan to John Kotter. The four-aspect model here is particularly well designed to overcome communication stalls and miscommunications. These aspects are widening the circle of involvement to get more ideas from more people (this is a corollary to the key observations of complexity science for self-organizing order at the boundaries of systems), connecting people to each other (in order to drop barriers to communication), creating communities for action (by establishing a mutual purpose and direction), and embracing our social concepts of democratic treatment of all (to overcome skepticism about the authenticity of engagement potential).
By way of analogy consider the writing of the original Constitution of the United States. How would this have worked out if George Washington had simply dictated what he wanted? As you can imagine, there is no way that George Washington could have come up with that document by himself. Well, that's the way most organizations try to make changes.
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By Robert Morris HALL OF FAMETOP 10 REVIEWER on Nov. 4 2000
Format: Hardcover
In his Foreword, Axelrod asserts that his "is the first book to challenge the widely accepted change management paradigm. It provides leaders at all levels of the organization -- all those who initiate, design,, and implement change -- with a set of principles for bringing about change in a turbulent world. It is not a methodology, nor is it a set of techniques; rather, it is a set of principles that everyone can fall back on when faced with new and different situations." In Part One, Axelrod identifies the problems with the current change management paradigm. In effect, he demythologizes conventional thinking on this subject. In Part Two, he examines four principles for producing an engaged organization, devoting a separate chapter to each. It is important to keep in mind that the nature and extent of production (or results) will be determined almost entirely by the nature and extent of engagement throughout an organization.
In Part Three, Axelrod shares his insights and suggestions which will assist his reader during the "Getting Started" phase of the process. Also, Axelrod discusses what he calls the "minefields" on the "road to [organization-wide] engagement." He concludes with a brief, especially valuable analysis of "eight specific issues the engagement paradigm can help you tackle, including the introduction of new technology, the increase in mergers, acquisitions, and alliances, and growing dissociation from communities."
If you are now involved in any of this or are about to become involved, I recommend this book highly. Carefully select those strategies which are most appropriate to your own organization's needs and interests. Axelrod can then help you to chart or to reformulate a proper course to implement those strategies.
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