| Contents Notes |
Part 1: Staging the revolution -- Stage one: pioneering: a manager's guide to teams -- Stage two: settling-in: rewriting the constitution for how work gets done -- Stage three: tilting: moving from "that's not my job" to "how are we going to do this?" -- Stage four: transforming: tools for continuous improvement and success -- Part two: leading the team-powered organization -- The horizontal leader: making the commitment and building your skills -- Horizontal coaching: how to keep teams fit and in balance -- Part 3: Keeping the revolution alive -- Reward success: tracking performance and sharing the gains -- Revolutionary prescriptions: continuous learning and hard work. The Horizontal Revolution documents the radical shift in "workplace roles, goals and souls" and presents a step-by-step approach to creating horizontal operations through high-involvement teaming and coaching. The authors show how the use of this horizontal strategy will be the ultimate means to achieving sustainable process change and extraordinary organizational effectiveness. Graham and LeBaron dare both managers and employees to abandon their comfort zones and move into a new science for transforming how we organize work and people. Their ideas are for those who think about and see the need for initiating and facilitating visionary organizational redesign. The Horizontal Revolution guides readers through the four stages of change: pioneering through reactive and proactive processes, settling-in by rewriting the work contract, tilting the organizational structure toward interdependence, and transforming and exploring new tools for continuous improvement. Filled with hands-on prescriptions, insights, and proven techniques for redistributing ownership and responsibility, and minimizing "us versus them" conditions, the book delivers a practical approach to making the workplace the center of learning and leadership. |
