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"Contents :- Preface - Foreword - Acknowledgements - Section 1: Fundamentals - Section 2: Medium - Section 3: Engagement - Section 4: Performance - About the authors "

"Contents :- Preface - Foreword - Acknolwedgments - Section 1: Framing - Chapter 1: What is Change Management - Chapter 2: Assume the Position - Chapter 3: Vision: It's Got to be Real - Chapter 4: Frame the "Why?" - Chapter 5: The Change Recipe - Chapter 6: Scaling the Change - Chapter 7: Do I Need a Message? - Section 2: Leadership and Teams - Chapter 8: And Now, A Word from Our Sponsor - Chapter 9: An Army of One - Chapter 10: Are the Right People on the Team? - Chapter 11: Don't Forget the Carrot - Section 3: Design - Chapter 12: Structure Enables Change - Chapter 13: Align Your Design - Chapter 14: Four Truths of Organization Design - Section 4: Resistance - Chapter 15: The Hecklers - Chapter 16: A State of Confusion - Chapter 17: People Prefer the Predictable - Chapter 18: We're Hardwired to Resist Change - Chapter 19: Change Your Mind - Section 5: Culture - Chapter 20: It's the Culture, Stupid! - Chapter 21: Subculture Savvy - Section 6: Branding - Chapter 22: Brand with Caution - Chapter 23: Symbols Matter - Chapter 24: Combating Existing Symbols - Section 7: Communication - Chapter 25: Change Communication 101 - Chapter 26: The Big Shift - Chapter 27: Not Communicating is Communicating - Chapter 28: I Already Told Them! - Chapter 29: Be Willing to Say the Hard Things - Chapter 30: Communication Gotchas - Section 8: Momentum - Chapter 31: The Tipping Point - Chapter 32: Don't be Afraid to Engage the Masses - Chapter 33: The Psychology of Signing on - Chapter 34: Emotion: It's All in the Story - Chapter 35: Map It - Chapter 36: Stakeholders Get Weary - Section 9: Measurement - Chapter 37: If a "change" happens in the woods... - Chapter 38: PACE Yourself! - About the Authors "

"Put yourself in Tracy King's shoes. Growing up in an ordinary council estate outside Birmingham; a house filled with creativity, curiosity and love, but marked by her father's alcoholism and her mother's agoraphobia. By the time she turns twelve her father has been killed, her sister taken into care and her mother ensnared by the promises of born-again Christianity. This isn't the stuff of cult documentaries; this is the story of an ordinary family trapped in a broken system. It's a story that could happen to anyone without the tools to transform their circumstances. And it's the story of how Tracy discovered the truth about her father’s death and how she found her way out."

"Measuring What Matters reveals what learning metrics have business meaning to CEO's and other top tier leaders' in some of the most recognizable companies in the world including Walgreens, Microsoft, Dell, Federal Express."

"The paper describes several types of referents, including internal, external and system referents, and explains that they are the key for choosing actions or inactions. Individuals and organizations use these referents to get understandings of themselves, to encourage learning and to bounce back from failure. Using social cognition and social comparison literature, the paper focuses its explanation on the reasons why a particular type of referent is used and on its consequences on individuals' and organizations' ability to learn, to bounce back from difficult circumstances, or on their inability to survive. The paper concludes that motivation and ability to choose the right reference may assist individuals and organizations to rise from difficulties and to achieve more, while inability to choose the right reference may result in dire consequences."