Transformational Governance : How Boards Achieve Extraordinary Change

Transformational Governance: How Boards Achieve Extraordinary Change -- Contents -- Foreword -- Acknowledgments -- Introduction and Study Design -- Chapter 1: Where Does Board Change Begin? -- Concepts and Application -- Understanding the Nature of Change -- Types of Change -- Change Models -- Lewin's Planned Change Model -- Action Research Model -- The Positive Model -- Change and Life-Cycle Theories -- Summary -- Chapter 2: Change and People -- Concepts and Application -- Change Agents -- Recipients of Change -- Using Organizational Culture to Support Recipients of Change -- Using Emotional Intelligence to Support Recipients of Change -- Habitualizing Change -- Summary -- Chapter 3: Catalysts and Watersheds -- Concepts and Application -- Many Windows of Opportunity -- Many Starting Points -- Summary -- Chapter 4: Implementing Change -- Concepts and Application -- How to Introduce Organizational Change -- Starting the Journey of Change -- Imagining the Future: Visioning Exercise -- Designing a Change Plan -- Dealing with Obstacles -- Using Knowledge Management to Manage Board Turnover -- Anticipating Reactions to Governance Change Using the "Five Cs" Framework -- Summary -- Chapter 5: Leading Sideways: Influencing Change within the Board -- Concepts and Application -- Supporting Board-Led Change through Team Building -- Orientation and Education -- Summary -- Chapter 6: Leading Up: The CEO's Opportunity -- Concepts and Application -- Summary -- Chapter 7: Leading Forward: The Board Chair's Opportunity -- Concepts and Application -- Group Facilitation Skills -- Generative Thinking -- Summary -- Chapter 8: Working with External Consultants -- Concepts and Application -- Engaging Board Consultants -- Engaging Interim Management -- Successful Engagement of a Consultant -- Summary -- Chapter 9: Getting the Most from Assessment and Evaluation.