Building engagement is crucial for every organization—Gallup estimates that disengaged employees cost the economy more than 300 billion dollars a year—and is particularly vital when it comes to change efforts. But the old change management paradigm actually discourages engagement. Change is strictly a top down affair. Fear is often recommended as a way to motivate—leaders are urged to “light a fire” under their employees. The result is rank-and-file cynicism, resistance and resentment.
Terms of Engagement offers a better way. Richard Axelrod first destroys six common change management myths and then shows leaders how to involve everyone in an organization—not just select committees or working groups--in designing change efforts. He offers strategies for creating connections between people at all levels and building communities within the organization enthusiastically engaged in fostering change. Undergirding all these efforts, he insists, must be a fundamental and transparent commitment to fairness in planning, implementation and outcome.
(0) Customer Reviews