Terms of Engagement and over one million other books are available for Amazon Kindle. Learn more
Have one to sell?
Flip to back Flip to front
Listen Playing... Paused   You're listening to a sample of the Audible audio edition.
Learn more
See this image

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


See all 4 formats and editions Hide other formats and editions
Amazon Price New from Used from
Kindle Edition
"Please retry"
Hardcover
"Please retry"
CDN$ 25.90 CDN$ 0.20

Join Amazon Student in Canada



Customers Who Bought This Item Also Bought

NO_CONTENT_IN_FEATURE

Product Details

  • Hardcover: 222 pages
  • Publisher: Berrett-Koehler Publishers (May 1 2000)
  • Language: English
  • ISBN-10: 1576750841
  • ISBN-13: 978-1576750841
  • Product Dimensions: 24.1 x 16.3 x 2.2 cm
  • Shipping Weight: 553 g
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (12 customer reviews)
  • Amazon Bestsellers Rank: #794,491 in Books (See Top 100 in Books)
  • See Complete Table of Contents


Inside This Book (Learn More)
Browse and search another edition of this book.
First Sentence
You sit bolt upright drenched in sweat. Read the first page
Explore More
Concordance
Browse Sample Pages
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Search inside this book:

Customer Reviews

4.7 out of 5 stars
5 star
10
4 star
1
3 star
0
2 star
1
1 star
0
See all 12 customer reviews
Share your thoughts with other customers

Most helpful customer reviews

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?
Read more ›
Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again.
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.
Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again.
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.
Read more ›
Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again.
Format: Hardcover
Richard Axelrod has finally moved beyond the paradigm for change that has dominated this field for the last two decades. The inherent weaknesses of the current model are exposed. The four leadership challenges Axelrod defines if an organization is to cope with ongoing change: widening the circle of involvement, connecting people to each other and ideas, creating communities for action, and embracing democratic principles, are ideal for school communities. Through real life examples and clear writing he provides readers models of how they might contribute their multiple perspectives and skills to change in their schools.
If readers can connect Axlerod's insights with Senge's new book, "Schools that Learn," they will have superb guidance on how their schools might be redesigned to meet the needs of a new age.
I am the Director of Faculty Development at a Jesuit high school in San Francisco. We are currently using Axlerod's model with great success.
Was this review helpful to you? Yes No Sending feedback...
Thank you for your feedback. If this review is inappropriate, please let us know.
Sorry, we failed to record your vote. Please try again.

Product Images from Customers

Most recent customer reviews

Search


Feedback