<div class="c-section-headers-number-list_container"> <h3>Part I: Two Basics of Implementing Change: Assumptions & Interventions</h3> <ol start="1"> <li>What Key Patterns and Lessons Have We Learned About Implementing Change: Change Principles</li> <li>What Actions and Events Are Key to Facilitating Change Processes: Interventions</li> </ol> <h3>Part II: The Three Diagnostic Dimensions for Assessing Change: Concerns, Using, and Fidelity</h3> <ol start="3"> <li>What is "It?": Innovation Configurations</li> <li>How Can the Different Feelings and Perceptions About Change Be Understood and Addressed: Stages of Concern</li> <li>How Do Behavioral Profiles Evolve as Implementers Progress from Not Using to Expert: Levels of Use</li> </ol> <h3>Part III: Leading Change Across the Organization</h3> <ol start="6"> <li>How Do Leaders Make a Difference in Implementing Changes: Change Facilitator Style</li> <li>How Can the Organization’s Culture Support Implementing Changes: A Culture of Continuous Improvement</li> <li>What is a Part of the Change Process That Is Not Controlled by the Leaders or the Followers: Intervention Mushrooms</li> </ol> <h3>Part IV: Different Perspectives for Understanding the Big Picture of Change: Systems, Diffusion, and Organization Development</h3> <ol start="9"> <li>How Can Understanding the Interconnections of Parts that Make a Whole Affect the Success of Change Efforts: Systems Thinking</li> <li>How Do Communication Activities and Change Agents Affect the Change Process: The Diffusion Perspective</li> <li>In What Ways Can Team Member Skills and Process Consultants Affect Implementation: Organization Development (OD)</li> </ol> <h3>Part V: Combining Views: Perspectives, Constructs, Tools, Applications, and Implications</h3> <ol start="12"> <li>How Can Change Science Constructs Be Combined to Understand, Assess, and Lead Efforts to Implement Change: Data-Based and Conceptual Examples</li> </ol> <h3>APPENDICES</h3> <ol type="A"> <li>Example Interventions for Each Stage of Concern</li> <li>The One-Legged Interview (OLI)</li> <li>Stages of Concern Questionnaire (SoCQ) (Form 075)</li> <li>Stages of Concern Questionnaire (SoCQ) Scoring Device</li> <li>Levels of Use of the Innovation (Operational Definitions)</li> <li>Six Dimensions of Change Facilitator Style</li> <li>Change Facilitator Style Questionnaire (CFSQ)</li> <li>Change Facilitator Style Questionnaire (CFSQ) Scoring Device</li> <li>Poisonous Mushroom: The Poltergeist and the Missing Tables</li> </ol> </div>
