Co-authored with esther-derby, johanna-rothman, and don-gray, this 2013 Leanpub book brings together four voices from the Weinberg community to address organizational change as a craft. The "artistry" framing resists the idea that change can be managed through technique alone — it requires judgment, improvisation, and the ability to read what a situation needs.
The satir-change-model provides the theoretical backbone. Change is not a transition from one stable state to another along a smooth path; it passes through chaos, and people in chaos behave differently from people in stability. The change agent who doesn't account for this will keep being surprised by resistance, regression, and apparently irrational behavior.
congruent-behavior is central to the consulting and facilitation sections. Change efforts fail when leaders say one thing and do another, when the espoused theory and the theory-in-use are visibly different. People watch behavior far more closely than they listen to words, and incongruence destroys the trust that change requires.
The multi-author format reflects the aye-conference community's collaborative culture. Derby, Rothman, and Gray each brought their own decades of practice, and the book's texture reflects genuine dialogue among perspectives rather than a single authoritative voice. Weinberg's role was as much convener and senior perspective as primary author.
The choice of leanpub as publisher signals the shift in Weinberg's late career toward direct-to-community distribution, bypassing the long production cycles of traditional publishing in favor of reaching readers while the thinking was fresh.