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Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. In chapter ten, the author explores the eighth and final dimension of organizational capacity for change: having an innovative culture. Building from chapter nine, he argues that organizations must balance accountability with innovation to best manage change. The aspects of an organizational culture that facilitates innovation are explored, and seven practices for enhancing organizational innovation are introduced.

Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter 11 concludes to book by examining organizational capacity for change in a larger picture. The author explores how organizations have become central components to society, and then breaks the eight dimensions of organizational capacity for change into four, more relative, organizational attributes. Two methods for assessing an organization's capacity for change are introduced.

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis.

A Lieutenant leading a platoon in Iraq must make a complex ethical, military, and leadership decision: whether to risk his life and that of other soldiers to reenter a home rigged with an explosive and save three Iraqis. The (B) case describes the decision made and the rational behind it.

Most of the problems we face in life are ill-defined, in that uncertainty is inherent not only in whether the goal can be reached, but in how best to conceive of the current state and the goal state. To deal effectively with such 'wicked' problems, the authors argue that thinkers must know how to develop a problem formulation that transforms the ill-defined problem into a well-defined one that can be tackled. Two widely researched approaches to achieving this are convergent thinking and divergent thinking. While these remain important, the authors argue that they are not sufficient to solve ill-structured problems. They propose that a third skill is imperative: the ability to 'break frame'. They describe all three of these thinking skills and show how a certain type of problem - the insight problem -- can be used to encourage the ability to break frame.

Leaders often focus on gaining employees' intellectual acceptance of a new strategy and view this as an early milestone in successful implementation. The problem is, this approach isn't working very well: study after study demonstrates that the 'knowing-doing gap' is alive and well, and that many carefully-constructed strategies continue to be ignored or dismissed by the employees whose behavior must change in order to make them work. The author argues that feeling strategy must accompany knowing it. She explains what it means to 'feel' strategy -- to experience it in an emotional as well as a cognitive way, and describes the four key components of fostering strategy as experienced in your organization.

In this interview, the author argues that 'winner's brains' - the brains of highly successful individuals in a wide range of fields -- operate quite differently than the average brain. He describes the five 'brain power tools' that are characteristic of the winner's brain, including an 'opportunity radar' and a 'goal laser'. He also explains how we can all take better care of our brains throughout our lives and work toward developing a winner's brain.

The author argues that the emerging discipline of Business Design requires a particular combination of mindsets, methods and thinking skills that exercise the 'whole brain' and help develop a well-rounded capacity for agile thinking and adaptive doing. She explains how a combination of the right mindset (being) and a rigorous methodology (doing) unlock a person's thinking and describes six skills under each of the three headings (being/doing/thinking) that foster bilateral thinking and create a platform for enterprise success.

Is our memory involved in the development of new insights? If so, in what ways? In this article the author attempts to connect the dots between memory and insight -- two thought processes that are normally treated independently. In so doing, he shows that the connecting thread among the dots involves the 'making of meaning', and that the needle for weaving the connecting thread is the concept of co-creation. A better understanding of this, he argues, can deepen our knowledge about consumer behavior and improve research methods and marketing practice.

Is your fund manager's sudden bullishness the result of some special insight, or is it the result of the torrid love affair he is engaged in providing a hormonal charge to his perception of the facts? Is your chairman's congratulatory smile addressed at you, or, rather, to the other people around the table, whom he intends to see him smiling at you so that they don't think he bears you a grudge - which, unfortunately, he actually does? Welcome to the ZOO -- the Zone Of Oblivion, both yours and that of others. The ZOO is a special place: it comprises all of the facts, feelings and experiences that make a huge difference to you and your business, but which you neither know about, nor know that you don't know. The author provides guidance for thriving in this murky, ambiguous - yet entirely human environment.

'Synthesis' is defined as a process or result of building up separate elements, especially ideas, into a connected whole. The author argues that this is an essential element of the skill of designing everything from products to services to strategies. He proposes that synthesis consists of two key stages: sensemaking and framing, describing in detail how each works. A better understanding of these concepts, he argues, will lead to the emergence of a professional methodology for 'innovation by design'.

While a master chef or painter may welcome the freedom and flexibility associated with an enlarged set of options, does the average person benefit from more choice during problem solving? The authors show how the increased complexity inherent in increased options affects people and describe the research that led them to conclude that both individual and situational factors play a role in influencing creativity. They identify two important variables that managers must pay attention to in the quest for creative outcomes.

While there are many roads to innovation, there is reason to believe that it often arises from the adaptation of known solutions to new problem domains. The good news is that people have a remarkable facility to make analogies - to notice similarities between domains that, on the surface, are not much alike. The authors argue that this ability to make analogical inferences is crucial to problem solving. When solving any new problem, the problem statement is only a partial match to the known solutions; the key to analogical problem solving is to find known problems that have the same structure as the problem being solved. The authors describe how to improve our 'analogical retrieval' and provide several tools for analogical innovation.

When the chief executive of Maclaren USA learned about a rise in finger injuries to children involving the hinges on his strollers-which were similar to those used for almost all strollers on the market-he and his colleagues immediately began working with the U.S. Consumer Product Safety Commission to plan a voluntary "recall," during which the company would send protective hinge covers to anyone who wanted them. Maclaren saw this as an opportunity to educate parents about stroller safety as well as to protect children. But news of the recall was leaked early in a sensationalist report, and the company was unprepared to cope with the response. Thousands of concerned parents tried to reach Maclaren, causing its communications systems to crash: Callers got a busy signal; e-mails went into the ether; the website froze. The company's executives realized they would need four times as many extra employees and three times as many hinge covers as they'd originally thought. Rastegar explains how and why their careful planning fell short, discusses the lessons he and Maclaren learned, and affirms his commitment to pursuing industrywide safety standards.

To survive over the long haul, a company must reinvent itself periodically, jumping from the flattening end of one business performance curve to the rising slope of another. Very few companies make the leap successfully when the time comes. That's because they start the reinvention process too late. Once existing business begins to stall and revenue growth drops significantly, a company has less than a 10% chance of ever fully recovering. Accenture's Nunes and Breene, reporting on the results of their long-running High Performance Business research program, point to a striking difference between companies that have successfully reinvented themselves and those that failed. High performers manage their businesses not just along the growth curve of their revenues but also along three much shorter, though equally important, S curves: tracking the basis of competition in their industry, renewing their capabilities, and nurturing a ready supply of talent. By planting the seeds for new businesses before revenues from existing ones begin to stall, these companies enjoy sustained high performance.

Fending off new competitors is a perennial struggle for established companies. Govindarajan and Trimble, of Dartmouth's Tuck School of Business, explain why: Many corporations become too comfortable with their existing business models and neglect the necessary work of radically reinventing them. The authors map out an alternative in their "three boxes" framework. They argue that while a CEO manages the present (box 1), he or she must also selectively forget the past (box 2) in order to create the future (box 3). Infosys chairman N.R. Narayana Murthy mastered the three boxes to reinvigorate his company and greatly increased its chances of enduring for generations.

In 1977 John Mackey moved into a vegetarian co-op, became its food buyer, and went to work in a natural foods store, putting him on the path to founding Whole Foods. An iconic brand, Whole Foods dominates natural-foods retailing in the United States. Mackey talked to HBR about how top management functions at the company (decisions are made by consensus), his sustainable seafood initiative, and what he means by "conscious capitalism." Among other things, conscious capitalism recognizes the stakeholder model, whereby customers, employees, investors, suppliers, larger communities, and the environment are all interdependent. Conscious leadership and a conscious company culture-which allows the organization to fulfill its higher purpose-are important ingredients as well. Part of Whole Foods' higher purpose is realized through the Whole Planet Foundation, which has set up microlending organizations in the communities where the company actually trades. "Nothing we've ever done in our history has created more goodwill with our team members than that," Mackey says.

Private moments of doubt and fear come even to managers who have spent years on the job. Any number of events can trigger them: An initiative is going poorly; you get a lukewarm performance review; your new assignment is daunting. HBS professor Linda Hill and executive Kent Lineback have long studied the question of how managers grow and advance. Their experience brings them to a simple but troubling observation: Most bosses reach a certain level of proficiency and stay there-short of what they could and should be. Why? Because they stop working on themselves. The authors offer what they call the three imperatives for every manager who seeks to avoid this stagnation: Manage yourself. Who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you must influence. Manage your network. Effective managers know they cannot avoid conflict and competition among organizational groups; they build and nurture ongoing relationships. Manage your team. Team members need to know what's required of them collectively and individually and what the team's values, norms, and standards are. The authors include a useful assessment tool to help readers get started.