Links to Resources: Leading Organization Change #5304

1. Be a self-differentiated leader 

Required Readings

Required Text:
Covey, S., McChesney, C., & Huling, J. (2012). The 4 Disciplines of Execution: Achieving your wildly important goals. Simon and Schuster.ISBN B005FLODJ8

Friedman, E. H. (2007). A Failure of Nerve: Leadership in the age of the quick fix. Church Publishing, Inc. ISBN B009VHSBYK

Patterson, K., & Grenny, J. (2013). Influencer: The power to change anything, Second Edition. McGraw-Hill Education. ISBN 0071808868

Supplementary Text:

Pink, D. H. (2011). Drive: The Surprising Truth About What Motivates Us. Penguin. ISBN B004P1JDJO

Sinek, S. (2009). Start With Why: How great leaders inspire everyone to take action. Penguin.ISBN B002Q6XUE4
Patterson, K., & Grenny, J. (2013). Influencer: The new science of leading change, Second Edition. McGraw-Hill Education. ISBN 0071808868
Covey, S., McChesney, C., & Huling, J. (2012). The 4 Disciplines of Execution: Achieving your wildly important goals. Simon and Schuster. ISBN B005FLODJ8

Blooms Taxonomy Domains


These domains are also commonly presented in the following relationship:

To promote the use of the affective domain they have developed a useful site called

  • The Affective Domain in the Classroom points to and annotates a wide assortment of useful resources and research.

How to Change People Who Don’t Want to Change | The Behavioral Science Guys

Tom Asacker asks why so many people watch TED talks and yet so few change their behaviors as a result.

Why TED Talks don’t change people’s behaviors: Tom Asacker at TEDxCambridge 2014

Dr. Kotter points out that many change endevours fail because too many people fail to address the heart and minds of the people involved.

John Kotter – The Heart of Change

Simon Sinek argues that people don’t buy what you do they buy why you do it. Successful organizations and people understand this fundamental principle.

Sinek TED Talk Start with Why — how great leaders inspire action.

Dr. Kotter argues that the first step in any change effort is to create a sense of urgency in the people directly impacted by the change.

Leading Change: Establish a Sense of Urgency

Overview of Process

Why = The Purpose

What is your purpose, cause or belief?
Why do you do what you do?
Very few organizations know why they do what they do.
Why is not about making money. That is a result.
Why is a purpose, cause or belief. It is the very reason your organization exists.

How = The Process

Specific Actions taken to realize the Why.
How do you do what you do?
Some organizations know HOW they do it.
These are the things that make them special or set them apart from the competition.

What = The Result

What do you do? The result of Why. Proof.
What do you do?
Every organization on the planet knows WHAT they do.
These are the products that they sell or the services that they offer.

Example 1 – Apple

Why – Everything we do, we believe in challenging the status quo; we believe in thinking differently.

How – The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly.

What – We just happen to make great computers … want to buy one?

Example 2 – School of Health Sciences Future of Learning Why, How, What Visual

Why – We believe that today’s learners in BCIT’s School of Health Sciences are tomorrow’s leaders in the health of society.

How – We engage in quality health sciences education in a collaborative, flexible, and learner-focused culture.

What – We create opportunities for learners to care and to learn and think critically, while supporting them to become innovators in health.


Three Myths of Behavior Change – What You Think You Know That You Don’t: Jeni Cross at TEDxCSU

Change Behavior- Change the World: Joseph Grenny at TEDxBYU Model

4 Effective Ways to Find and Test Vital Behaviors

10x Your Influence Research Report


Joseph Grenny | Mastering the Skill of Influence

Harnessing Social Pressure


Executive Overview of The 4 Disciplines of Execution

Goal Setting


Friedman’s Theory of Differentiated Leadership Made Simple

Crucial Conversations Explained in 2 Minutes

Video Review for Crucial Conversations

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