This part ...

the overwhelming evidence that “reward, punishment and feedback don’t produce the results we intend or produce the opposite” (now there’s a message for the HR department). Methods that work are creating cognitive dissonance in order to get a shift in thinking that changes behaviour. Changing behaviour is not enough. Transforming an organization means shifting our paradigm and this is best done through stories. The most effective stories are about plans and expectations gone awry. Forget pay and bonuses, or better yet, let workers decide amongst themselves; communication is the only effective tool that leaders have.

... could be the generic introductory paragraph to about X hundred books on organizational transformation or organizational effectiveness written during the past 25 - 30 years.

The tools are here now (including most leadership and management development-oriented competency models), and the dynamics have been operating in clear view.

All that's left is the hardest part .. intransigent world views and mental models.