This book looks at the "mental maps" that exist in our heads, maps of expectations about the organization, and shows how to change those mental maps so that each individual in the company sees a new map and a new destination.

Most organizations that seek to change fail. The central reason: employees are relying on obsolete "mental maps" that prevent them from observing changes in their business environment, responding effectively, or following through on changes they've begun. In Leading Strategic Change, two leading organizational consultants and researchers offer a start-to-finish strategy for helping employees redraw their mental maps -- and unleashing their power to support effective change.