Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't.
Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestlé, Redcats (who own La Redoute, for example) and the British Army, the text provides practice-based insights into the realities of leading sustainable change.

Mark Wilcox is a native of Richmond, Virginia. He is a historian and a first-time fiction author. Mark is a 1984 graduate of Virginia Commonwealth University's School of Mass Communication and holds a Bachelor of Science degree. He is a contributing author for the Emerging Revolutionary War Era blog site and a member of the Richmond Chapter of the Revolutionary War Round Table. Mark is married and the father of three.

Foreword

01 Introduction and context
Introduction
The beginning
Not as successful as planned = failure!
The alternative to failure
Positive change
Context
The elevator pitch for engagement
Change: what does it mean?
The four key capabilities
Structure
Notes

02 Leadership
Introduction
What do we mean by leadership and leaders?
Leaders
Assumptions and conclusions on leadership
Tools, techniques and models
Conclusions and reflective questions
Notes

03 Exploration
Introduction
Learning to explore
Exploration: why you should do it
Exploration: the process
Internal and external factors: possibilities and penalties
Exploration, engagement and people
Exploration: the underpinning psychological principles
Tools, techniques and models
Conclusions and reflective questions
Notes

04 Envisioning
Introduction
Do we need a vision or envisioning?
Practitioner priorities
Stress testing assumptions and ideas
Strategic aims: more for less or different and divergent
The envisioning process
Sense making: what business are we in?
Visualization, where we are now and where we want to be
Strategic planning
Envisioning - the outputs
Tools, techniques and models
Conclusions and reflective questions
Notes

05 Engagement
Introduction
Leadership congruence
Power, conflict and influence
Stakeholders
Purpose and pain
Resistance - who's responsible?
Tensions, transparency and trust
Engagement: the fundamentals and why you should do it
Engagement: the process
Engagement: the underpinning psychological principles
Tools, techniques and models
Conclusions and reflective questions
Notes

06 Execution
Introduction
Failure to deliver change
Resources
Engagement and relationships
Building the team and developing a change capability
First steps
Perspectives, problems and decisions
Behaviour, culture and symbols
Transition, change and 'business as usual'
Reflection and learning
Portfolio, programme and project management
Collaboration and technology
The underpinning psychological principles (motivation, measures and monitoring)
Tools, techniques and models
Conclusions and reflective questions
Notes

07 Conclusions and reflections

Bibliography and suggested further reading
Index