Linda Rising

I work in software research, so much of my professional life centers around introducing ideas into others' organizations. I am always trying to anticipate roadblocks that they might have. While my own work environment is relatively open to change and dialogue, not everyone has that kind of workplace. The authors share dozens of strategies to help regular individuals lead change in their organizations.

Two stipulations are clear for this book's audience: Their organization must be somewhat show more stagnant, and they don't posess a ton of power to act. The book shares strategies to act "from below" not "from above." When introducing a new idea seems impossible given a work culture, this book offers many strategies to move forward.

The main bulk of content focuses on what the authors call "patterns" that can act as tools to implement change. For example, identifying evangelists for the new idea is always helpful; celebrating small successes keeps discouragement at bay; whispering in the general's ear heads off alienating an important figure, one's boss. Dozens of these paradigms are shared and woven together in stories so that readers can see how they can dynamically work together.

If your organization is already dynamic and open to change, this book might have limited import for you. Similarly, if you're atop an organization's org-chart, you're likely not in the main audience for this book. But if you're a laborer like the rest of us who simply wants to bring about positive change, this book might just be for you. show less