 Leading Change 6: Operate across
borders
Cross organizational lines as necessary to achieve planned
business change
Network with diverse people to gain support for change
Assess risks of challenging/dismantling borders
On-the-Job
Participate in a cross-functional task force to gain
experience with vested interests and biases and to learn how to navigate among conflicting
agendas Study the organization to identify and meet key players Analyze the organization
to understand how functional/unit roles support the company vision and goals
Education and Training
- Managing Critical Resources (University of Virginia,
804-924-3000, 2 weeks, $8200)
- Cross-Functional Communication Strategies for Workplace
Effectiveness (American Management Association, 518-891-1500, 3 days, $1245)
- Managing Human Resources in a Merger, Acquisition or
Restructuring Environment: HR Takes the Lead Role in the Effective Merger of Organizations
(Human Resource Institute, 888-670-8200, 2 days, $1395)
Reading
- William Bergquist, Juli Betgwee and David Meuel, Building
Strong Relationships (Jossey-Bass)
- Andrew Campbell and Michael Goold, The Collaborative Enterprise:
Why Links between Business Units Often Fail--and How to Make Them Work (Perseus Books, 1999)
- Dan Dimancescu, The Seamless Enterprise: Making
Cross-Functional Management Work (Harper Business, 1992)
- Mary Gelinas and Roger James, Collaborative Change: Improving
Organizational Performance (Jossey-Bass/Pfeiffer)
- Jon Katzenbach, Teams at the Top: Unleashing the Potential
of Both Teams and Individual Leaders (Harvard Business School Press, 1998)
- Ralph and Ines Kilman, Making Organizations Competitive:
Enhancing Networks and Relationships Across Traditional Boundaries (Jossey-Bass, 1991)
- Anthony R. Montebello, Work Teams That Work: Skills for
Managing Across the Organization (Best Sellers Publishing, 1994)
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