Publisher's acknowledgements Author's acknowledgements Preface: What do we mean by change and changeability? PART I: The challenge of change 1. Making change work 2. The hard truths 3. Are you ready to change? PART II: Understanding your changeability index 4. Why does the external environment matter? 5. Does leadership make a difference? 6. How do you get people on board? 7. How do you restructure for change? PART III: Developing strategies for change 8. Reap from steady state 9. Turnaround in the risk zone 10. Beware the 'comfort zone' 11. Exploring the 'Zen zone' Part IV: Leading change 12. Personal mastery Epilogue Appendix 1: Research note Appendix 2: Does your organisation have changeability? Appendix 3: What is the nature of your environment? Appendix 4: Personal action plan Appendix 5: Strategies for organisational change Index
Michael Jarrett is Associate Professor of Organisational Behaviour at London Business School. His primary research interest is in the dynamics of top teams and the critical success factors for strategic organisational change. Michael is also an experienced practitioner: he advises several management teams on leading accelerated change and sustainable performance based on his extensive consulting experience and current research. His recent publications include " What is the Difference and What Makes a Difference in Executive Coaching'" (with V Roberts, Karnac Books, 2006); "Tuning into the Emotional Drama of Change: Extending the Consultant's "Bandwidth, Journal of Change Management" (2005); and " The Seven Myths of Change, Business and Strategy "Review'" (2003).
"the need to come to terms with change and turn it into a positive force is arguably greater than ever." Financial Times 22 January 2009 (readership 318,000)