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The Horizontal Revolution: Reengineering Your Organization Through Teams
 
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The Horizontal Revolution: Reengineering Your Organization Through Teams [Hardcover]

Morris A. Graham (Author), Melvin J. LeBaron (Author)

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"In many ways, this book is a complement to and extension of my work and teachings.... A powerful presentation of principles, values, and practices that align people as the most valuable organizational asset." —from the foreword by Stephen R. Covey, chairman of the Covey Leadership Center and author of The Seven Habits of Highly Effective People and Principle-Centered Leadership

"This book works! It starts with sound concepts that have been through the crucible--tested and retested in many organizations--and is chock-full of practical action steps that readers can immediately implement back in their organization." —Jack Zenger, president, Zenger-Miller

"State-of-the-art guidance in building functional teams. This is a revolution in itself.... Anyone wanting to create teams must read this book." —Keith Fulton, electrical group manager, Disneyland

"The principles taught in The Horizontal Revolution are not only worth the attention of corporate leaders, they are essential if America's corporations are to remain vigorous and viable entities." —Hyrum W. Smith, CEO, chairman of the board, Franklin Quest Co.

Book Description

Foreword by Stephen Covey Draws on firsthand experience at implementing and developing hundreds off-diredirected work teams and horizontal initiatives within such corporate revolutionaries as GE, The Walt Disney Company, ITT, and Litton Industries. Offers a strategic and unique guide for those involved in the frontline action of this revolution. Takes a candid and realistic look at the ongoing challenges and ultimate benefits of reengineering organizations through teams.The Horizontal Revolution documents the radical shift in workplace roles, goals, and souls and presents a step-by-step approach to creating horizontal operations through high-involvement teaming and coaching. It guides readers through the four stages of change: pioneering through reactive and proactive processes, settling-in by rewriting the work contract, tilting the organizational structure toward interdependence, and transforming and exploring new tools for continuous improvement. Filled with hands-on prescriptions, insights, and proven techniques for redistributing ownership and responsibility, and minimizing us versus them conditions, the book delivers a practical approach to making the workplace the center of learning and leadership.
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