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Enterprise-Wide Change: Superior Results Through Systems Thinking

ISBN: 978-0-7879-7146-5
352 pages
October 2004, Pfeiffer
Enterprise-Wide Change: Superior Results Through Systems Thinking (0787971464) cover image


Leave piecemeal strategic change approaches behind and learn how to plan, facilitate, and integrate your change efforts for lasting success. Enterprise-Wide Change takes you through the ?Rollercoaster of Change,? showing you how to deal with resistance, regard skeptics as your best friends, and build a buy-in and stay-in strategy among your employees. The authors use the science of  ?Systems Thinking? -- a comprehensive, yet simple and integrated way to analyze and build synergy from key organizational elements. You?ll find proven and practical questions, summaries, case studies, examples, and worksheets as well as systems tools, tips, and techniques to foster organization change and development. 
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Table of Contents

List of Figures, Tables, and Worksheets.




Purpose of this Book.

Organization of the Book.

Special Features.

Part A: Introduction to Systems Thinking and Superior Results.

1. The Fundamentals of Enterprise-Wide Change.

Chapter Purposes.

Welcome to the Future.

The Systems Thinking Approach.

Achieving Superior Results.

The Uniqueness of Enterprise-Wide Change.

21st Century: Revolutionary Worldwide Change and Its Implications.

The Secret of Constant Growth.

75 Percent of All Major Changes Do Not Succeed.

The “Big Three” Enterprise-Wide Failure Issues.

Preview: The Enterprise-Wide Change Journey.

Chapter One Recap.

2. Seeking a Unity of Science for Living Systems.

Chapter Purposes.

Complexity Versus Simplicity: Our Different Views of the World.

The Helicopter View of Life.

Analytic Thinking: A Mindset Left Over from the Industrial Age.

General Systems Theory: The Unity of Science.

Chapter Two Recap.

3. Foundations of the Systems Thinking Approach.

Chapter Purposes.

Systems Concept #1: Seven Levels of Living Systems.

Systems Concept #2: Natural and Predictable Cycles of Change.

Systems Concept #3: The Simplicity of Systems Thinking Is Backwards Thinking.

Systems Concept #4: Twelve Characteristics of Living Systems.

The Whole System: Living Systems Characteristics #1–#6.

The Inner Workings of Systems: Living Systems Characteristics #7–#12.

Some Guiding Principles of Systems Thinking.

Chapter Three Recap.

Part B: Practical Application to Enterprise-Wide Change.

Framework for Part B.

4. Smart Start: Engineering Success Up-Front.

Chapter Purposes.

Chapter Context.

Smart Start: Engineer Success Up-Front.

The Iceberg Theory of Change—Three Realities of Life: Content—Process—Structure.

The Structures of Change Expanded: Tailored to Your Needs.

Structure and Player #1: Change Leaders.

Structure and Player #2: Change Consultants.

Structure and Player #3: Change Implementers.

Structure and Player #4: Program Management Office.

A Menu of Additional Change Infrastructures.

Further Elaboration on Key Structures.

The Game Plan for Enterprise-Wide Change.

Chapter Four Recap.

5. Clarity of Purpose: Working On the Enterprise.

Chapter Purposes.

Chapter Context: Working On the Enterprise.

Missing Element #1: Phase E.

Missing Element #2: Phase A.

Missing Element #3: Phase A.

Missing Element #4: Phase B.

Summary: Clarity of Purpose.

Chapter Five Recap.

6. Assessing the Enterprise as a Living System.

Chapter Purposes.

Chapter Context.

Some Mental Maps for Assessing Enterprises as Living Systems.

Multiple Conflicting Mindsets or Mental Maps (Versus a Totally Integrated Enterprise-Wide Assessment).

One Mental Map of an Organization as a Living System.

A New Enterprise-Wide Assessment Mental Map: A Business Excellence Architecture.

Summary: Enterprise-Wide Assessment and Vital Signs.

Chapter Six Recap.

7. Simplicity of Execution: Working In the Enterprise.

Chapter Purposes.

Chapter Context.

On the Path to Clarity and Simplicity.

Cascading the Changes: Strategies—Initiatives—Tasks—Accountability—Rewards.

Chapter Seven Recap.

8. Wave After Wave of Changes.

Chapter Purposes.

Chapter Context.

Individual Change: The Rollercoaster of Change.

Enterprise-Wide Change and the Rollercoaster of Change.

The Cascade of Change: Wave After Wave.

Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions.

The Seven Natural Rings of Reality Matrix and the Impact of the Rollercoaster of Change.

Implications for the Enterprise-Wide Change Journey.

Chapter Eight Recap.

9. Sustain Business Excellence.

Chapter Purposes.

The Mid-Course Enterprise-Wide Change Review: Fighting Entropy in Enterprise-Wide Change.

Annual Review of Organizational Capacity.

Chapter Nine Recap.

Enterprise-Wide People Edge Best Practices.

Part C: How to Begin Enterprise-Wide Change.

10. Working on the Enterprise: The Bite-Sized Approach.

Chapter Purpose.

How to Begin: Tailored to Your Needs.

The Results.



About the Series.

Statement of the Board.

Afterword to the Series.

About the Series Editors.

About the Authors.


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Author Information

Stephen G. Haines is founder and CEO of The Centre for Strategic Management and Systems Thinking Press. A well-known consultant and trainer and experienced CEO at University Associates and large corporations, he is also a distinguished author with 13 books in print, including The Systems Thinking Approach to Reinventing Strategic Planning and Management.

Gail Aller-Stead is the Change Management Practice Leader and a partner in the Centre for Strategic Management, a global strategic alliance of consultants and trainers in Canada and the United States, with 38 offices in 20 other countries.

James McKinlay is the cofounder of the Centre for Strategic Management and its managing partner for Canada.

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“Steve Haines and his fellow authors’ practical handbook for leading change in an organization is a godsend to any executive and consultant. Their years of experience, research, and observation are distilled into logical steps for the executive and consultant alike to follow. The examples they give throughout the book bring each step alive. The environment for all enterprises is continually changing, and Steve Haines’ book will aid leaders in keeping their enterprises ahead of change and growing profitably.”
—Admiral Dennis Blair, USN (Retired), former Four-Star Commander-in-Chief, Pacific Command, and president of the  Institute for Defense Analysis

“Makes an invaluable contribution to the fields of organization development, change management, and strategic planning, as well as to the individuals who lead and consult in organizations including executives and senior manager, internal and external consultants who assist organizations in their efforts to survive and thrive in the current fast-paced, highly competitive, global, complex, and ever-changing marketplace.”
--Jeanne Cherbeneau, president, Cherbeneau & Associates

“The message in the book is not only why enterprise wide change (EWC) is critical to organizations who want to survive and be successful, but also how to implement this change. The examples of what not to do versus how to do it right were very helpful. The comprehensive details and examples given about other companies made the message and information even clearer. It’s one thing to write about a topic, but to actually get your point across is another. The authors also put together a beginning to end process on EWC in one book that is easy to read and implement.”
--Lori L. While, senior vice president, Valley Credit Union

“This book provides valuable context and content to enable the reader to understand and apply the systems-thinking concepts. It provides the tools that needed to actually start and sustain and enterprise change effort in a planned and systematic method. Provides and excellent introduction to and framework for the complex process of enterprise-wide change. It’s a great roadmap!”
--Mary Jefferies, director, human resource services, Alberta Environment

“This is not some esoteric ‘fad of the decade’ book, it addresses in a very pragmatic way, the various elements that need to be considered when developing a change management process in a systems thinking context.”
--Dennis A. Looney, vice president of operations, Apex-Carex Healthcare Products

“Haines’ book gives practitioners and project managers a comprehensive map with principles and guides to navigate the change process.”
--Aaron S.L. Pun, former chairperson, Hong Kong Society for Training and Development

Enterprise Wide Change is filled with examples and real-life applications, as well as checklists and tools.”
--Denise Bryson, vice president, client services, New Client Marketing Institute

“The great value of this book is the way it manages to weave together the various elements of the strategic process in a simple and practical model. ”
--Miguel Guilarte, professor, Fielding Graduate Institute, founder and CEO, Transforma Management Consulting

“Easy and quick to read—pulls together lots of diverse ideas into one source. This book offers steps in the model that are very specific, as well as many case examples, clearly marked tools, questions, and charts.”
—John Clarke, director of training, development, and quality

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