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Tables of Contents for Oil Change
Chapter/Section Title
Page #
Page Count
Preface
xi
 
Acknowledgments
xxiii
 
Cast of Characters
xxv
 
INTRODUCTION
1
12
Introduction
3
10
Contents of the Learning History
3
1
How to Read a Learning History
4
2
Noticeable Results
6
4
Chronology
10
3
OIL CHANGE
13
174
Genesis: The Early Years
15
26
The Culture of the 1980s
17
1
OilCo's Long-Standing History and Culture
17
1
1986-1993: The Slide and the Crisis
18
3
1991: Precursors to Corporate Transformation
21
3
The Appointment of the New CEO
24
4
The Formation of the Executive Council
28
3
Developing a ``Mission, Vision, and Values''---and the First Stirrings of Roll-Out
31
1
Mission, Vision, and Values at OilCo
32
2
Early Transformational Leadership
34
1
Excerpts From the First Announcement of Change
35
1
The February 1994 Learning Convention
36
5
The Quest for Financial Literacy
41
16
The Origins of the Quest
42
2
Financial Literacy at OilCo
44
3
Hard Knowledge Leads to ``Soft'' Communication Needs
47
2
Sophistication: Can the Metrics be Questioned?
49
3
Growth and Financial Literacy
52
2
Resisting Financial Literacy (The Floorboards Dilemma)
54
3
Southern Company
57
10
Origins of the Separation
57
2
Operating Alone
59
2
The Impact of Financial Literacy
61
3
Evolving Commitment
64
3
Governance: New Structures for Focusing Power and Accountability
67
16
The Roots of the New Governance Structure
67
1
Federalism and Subsidiarity
68
5
Where Does the Power Fall?
73
4
Enforced Risk, Accountability, and Blame
77
2
The Joy of Opportunity: Rugby Versus Relay
79
4
Noble Purpose: The OilCo Consulting Governance Story
83
16
Learning the New Role
83
1
The Pay Shift at OilCo Consulting
84
2
A Shock to the System
86
2
Learning from New Roles
88
3
OilCo Consulting's ``Noble Purpose''
91
3
``What Does the Word `Noble' Mean?''
94
5
The Glass House of Leadership
99
20
The Executive Council: Evolving Example
99
5
Rethinking the Company's Core Values
104
4
Examples of Leadership in Action
108
4
The ``Glass House'': A Paradox in Leadership
112
3
Sustaining Transformation in the Face of Changing Leadership
115
4
Buxton Falls' High Performance Teams
119
12
Buxton Falls' Case for Action
119
1
Initiating Self-Direction
120
4
Addressing Behavioral Issues
124
2
How Are the Teams Doing?
126
3
Facing the New Challenge of Autonomy
129
2
Three Siblings and The Pace of Change
131
26
The New Employee Contract
131
4
The Shift in Human Resources
135
2
New Compensation: Pay and PPP
137
4
FlexTime
141
2
The ``Three Siblings''
143
6
``Coach, Coach, Coach?'' Or ``Coach, Coach, Change?''
149
5
Leverage in Rolling out Transformation: How the Pieces Fit Together
154
3
Downsizing During Transformation: The OilCo Chemical Story
157
8
Initiating a Restructuring Effort
157
2
Implementation of the New Downsizing
159
3
Designing a Denouement
162
3
The Diversity Corporate Initiative Team
165
18
Diversity: The Case for Concern
166
2
Recruiting the Diversity Team
168
2
Defining Diversity as a Subject of Concern
170
2
The Experiential Workshop---A First ``Doing'' Experience
172
2
Moving Toward a Systemic Understanding
174
3
Recommendations and Aftermath
177
6
Who Am I?
183
4
Work Life and Personal Identity
183
4
COMMENTARIES
187
30
When Will We Learn?
189
10
Edgar Schein
Sense Making as a Driving Force in Change at OilCo
199
14
Karl Weick
Governance and Federalism
213
4
Charles Handy
DISCUSSION GUIDE
217
16
Discussion Guide
219
14
The Context of OilCo
220
5
Epilogue: What Has Happened Since 1997
225
2
The Learning History Process and Its Design for Discussion
227
3
Guidelines for Learning History Conversations
230
3
Endnotes
233