Includes bibliographical references (p. 97-100) and index.

1. Choosing the Fundamental Change Strategy. Forces Requiring Fundamental Change. Choosing a Fundamental Change Strategy -- 2. Creating a Learning Organization: Balanced Rewards for Results and Improvement. Making a Conscious Effort to Move to a Learning Mode. Learning and Change. Behavior and Commitment in Top Management. Implications for Related Changes. Profile of a Learning Organization -- 3. Leading a Vision-Driven Change Effort: A Commitment to the Future. Key Factors in Vision-Driven Change. Systems Orientation in Vision-Driven Change -- 4. Focusing the Effort: Crucial Themes That Drive Change. Change in the Mission or "Reason to Be" Change in Identity. Change in Relationships to Key Stakeholders. Change in the Way of Work. Change in the Culture -- 5. Resolving the Leader's Personal Dilemmas: Style and Behavior. Balancing the Demands of Work and Personal Life. Choosing How to Behave and Be Seen as a Leader of Change.

6. Aligning the Organization: Integration of Roles, Systems, and Rewards. Roles and Relationships. Human Resource Policies and Practices. Information Management. Financial Management. Other Functional Staffs. Organizational Structure and Design. Rewards -- 7. Leading the Transition: Strategies for Process, Commitment, and Communication. The Transitional State. Choices for Top Management Behavior. Managing the Work: Tasks and Activities. Developing Commitment Strategies. Designing Communication Strategies and Mechanisms. Recruiting and Using Dedicated Expertise. Summary -- 8. Epilogue: Visionary Leaders and Transformed Organizations. Conditions in the Next Decade. The Thriving Organization. The Winning Leadership. Changing the Essence.