Consider the metaphor of a theater. One play is in performance, even as the company prepares for a new play simultaneously. Leaders who can focus, like the director of a play, on tangible, concrete features of their organizations, can make change happenon target, on time, on budget. Solutions to problems emerge from practical actions taken to revise and communicate the vision, and modify plant, equipment, tools, processes, worker agreements, and products or services. Developing detailed daily or weekly action plans puts effective changes into motion, as change expertise becomes as second nature as running the business


Introduction
PART ONE The State of Change
The Need to Master Organizational Change
PART TWO Understanding Change
Change as a Mechanical Process
PART THREE Leading Change
The True Role of Leadership
PART FOUR Engineering Change
Engineering and Communicating Vision
Engineering Processes and Procedures
Engineering the Plant, Equipment, and Tools (PET)
Engineering the Performance Management System
Engineering Action Plans for Change Work
PART FIVE Managing Change
Running the Business While Changing the Business
Managing Change Realistically for Company and Employees
PART SIX Mastering Change
The Organization and Employees Master Change
Recommended Resources
Index