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High Commitment, High Performance


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Table of Contents

Preface xi 1 Introduction 1 Part One: The High Commitment, High Performance Organization 17 2 Pillars of High Commitment, High Performance Organizations 19 3 Principled Choice and Discipline are Essential 51 4 Building the High Commitment, High Performance System 79 Part Two: What Stands in the Way 91 5 Hidden Barriers to Sustained High Commitment and High Performance 93 Part Three: Leadership and Learning Change Levers 119 6 Lead a Collective Learning Process 121 7 Enable Truth to Speak to Power 157 Part Four: Organization Design Change Levers 187 8 Manage Organizational Performance Strategically 189 9 Organize for Performance and Commitment 223 10 Develop Human and Social Capital 255 Part Five: Transforming the Organization 293 11 Embrace E and O Change Strategies 295 12 Epilogue 327 End Notes 333 Acknowledgments 369 Index 373 The Author 391

About the Author

Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at Harvard Business School and chairman of TruePoint, a research-based consultancy. Beer is the author or coauthor of nine books including Managing Human Assets and the award-winning The Critical Path to Corporate Renewal.


"Beer, author of High Commitment, High Performance, a book on business ethics recently published by Josey-Bass, posited three core reasons why Wall Street failed so badly in the fall of 2008: The firms lacked a higher purpose, lacked a clear strategy, and mismanaged their risk." (Business Week, August 17, 2009)

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