{"product_id":"switchpoints-isbn-9780470283837","title":"SwitchPoints","description":"\u003ci\u003eSwitchPoints\u003c\/i\u003e is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years–becoming North America's top-performing railroad and a favorite with of corporate customers and investors. In it, the authors reveal how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with insights and anecdotes, \u003ci\u003eSwitchPoints\u003c\/i\u003e offers lessons that can be applied to \u003ci\u003eany\u003c\/i\u003e organization seeking to improve the bottom line by improving their culture. \u003cp\u003eList of Illustrations xvii\u003c\/p\u003e \u003cp\u003eForeword xix\u003c\/p\u003e \u003cp\u003ePreface xxiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xxv\u003c\/p\u003e \u003cp\u003eIntroduction: A Broken Culture xxix\u003c\/p\u003e \u003cp\u003eThe Culture of Early Quits xxx\u003c\/p\u003e \u003cp\u003eA New Trip Plan xxxi\u003c\/p\u003e \u003cp\u003eSwitchpoints xxxi\u003c\/p\u003e \u003cp\u003eSpiking the Switch xxxiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I Building One of North America’s Top Railroads 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 The Road to Best-in-Class 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1830: Pioneering Days 3\u003c\/p\u003e \u003cp\u003e1919: Nationalization 3\u003c\/p\u003e \u003cp\u003eThe 1980s: Deregulation 5\u003c\/p\u003e \u003cp\u003e1992: Organizational Redesign 6\u003c\/p\u003e \u003cp\u003eA Quick Change 7\u003c\/p\u003e \u003cp\u003e1995: Privatization 8\u003c\/p\u003e \u003cp\u003eThe Right Leaders for the Job 9\u003c\/p\u003e \u003cp\u003e1998: Precision Railroading 10\u003c\/p\u003e \u003cp\u003e2003: Passing the Reins 13\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Culture Change on the Fast Track 15\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAcquisitions 15\u003c\/p\u003e \u003cp\u003eBuying Other Cultures 16\u003c\/p\u003e \u003cp\u003eThe Challenge 17\u003c\/p\u003e \u003cp\u003eThe Results 17\u003c\/p\u003e \u003cp\u003eThe Trip Plan for Culture Change on the Fast Track 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II Clarifying the Vision 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 CN’s Five Guiding Principles 23\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 The Culture of Precision Railroading 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Organizational Culture Continuum 28\u003c\/p\u003e \u003cp\u003eThe Spectrum of Employee Engagement 29\u003c\/p\u003e \u003cp\u003eThe Role of Organizational Leaders 30\u003c\/p\u003e \u003cp\u003eWashing Out the Mud in the Middle 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart III Choosing the Right Switchpoints 35\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 How to Change CN’s Culture? 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCulture Equals Behavior 37\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Creating a Culture of Discretionary \u003cb\u003ePerformance\u003csup\u003eSM\u003c\/sup\u003e\u003c\/b\u003e 40\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat’s in It for the Employee? 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 Creating Q4 Leaders to Drive Change 43\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCulture Change Begins with Leadership 43\u003c\/p\u003e \u003cp\u003eThe Q4 Leadership\u003csup\u003eSM\u003c\/sup\u003e Model 44\u003c\/p\u003e \u003cp\u003eHow Did CN Create Q4 Leaders? 46\u003c\/p\u003e \u003cp\u003eChanging Your Style Isn’t Easy 47\u003c\/p\u003e \u003cp\u003eBuilding Leadership Fluency 49\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart IV Selecting the Tools for Change 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 \u003c\/b\u003e\u003cb\u003eThe Science of the ABCs 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIt’s All about Behavior 53\u003c\/p\u003e \u003cp\u003eThe ABCs of Behavior 54\u003c\/p\u003e \u003cp\u003eThe ABCs Make Fundamental Sense 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 The Commanding Power of Consequences 58\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTiming 59\u003c\/p\u003e \u003cp\u003eImportance to Recipient 59\u003c\/p\u003e \u003cp\u003eProbability of Recurring 60\u003c\/p\u003e \u003cp\u003eWhere Does the Consequence Come From? 60\u003c\/p\u003e \u003cp\u003eWhich Consequences Should I Use? 62\u003c\/p\u003e \u003cp\u003eConsequences and Culture Change 63\u003c\/p\u003e \u003cp\u003eAuthors’ Note: Doing the Right Thing with the ABCs 63\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 The ABC Toolkit 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Five-Step Model 65\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart V Aligning the Switches 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 Finding a Champion 75\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Quiet Tryout in Capreol 75\u003c\/p\u003e \u003cp\u003e“I Hate Consultants!” 77\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 Testing the Business Case 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePilot 1: Partnering in Memphis 82\u003c\/p\u003e \u003cp\u003ePilot 2: Partnering in Capreol (Northern Ontario) 83\u003c\/p\u003e \u003cp\u003ePilot 3: Partnering in Transcona (Winnipeg) 84\u003c\/p\u003e \u003cp\u003eLearnings from the Pilots 85\u003c\/p\u003e \u003cp\u003eWe Did What We Said We Would Do 86\u003c\/p\u003e \u003cp\u003eA Skeptical Hunter Gives the Nod 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 Gaining Visible Sponsorship: The CEO’s Essential Role 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“How We Work and Why” 89\u003c\/p\u003e \u003cp\u003eAddressing the Naysayers 91\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 Learning from a Strike 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSpiking the Switch 94\u003c\/p\u003e \u003cp\u003eStart with the Supervisors 95\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 15 Planning the Trip 98\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoing to Rome (and Paying for It) 98\u003c\/p\u003e \u003cp\u003eImplementing the ABCs CN-Wide 99\u003c\/p\u003e \u003cp\u003eSelling the ABCs to the Operating Regions 100\u003c\/p\u003e \u003cp\u003eI Love Your Passion, But . . . 101\u003c\/p\u003e \u003cp\u003eManaging the Pull 102\u003c\/p\u003e \u003cp\u003eDeployment Wasn’t All Rosy 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 16 Making the Case for Change 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Case for the ABCs 105\u003c\/p\u003e \u003cp\u003eSpreading the Word 107\u003c\/p\u003e \u003cp\u003eAnswering Four Basic Questions 108\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 17 Expanding Sponsorship 110\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExample 1: Visiting Sites to Set the Stage 110\u003c\/p\u003e \u003cp\u003eExample 2: Sponsoring a Safety-First Culture 113\u003c\/p\u003e \u003cp\u003eExample 3: Personally Walking the Talk 117\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VI Assessing Switchpoints’ Impact 121\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 18 Applying the ABCs: Dressed \u0026amp; Ready 123\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGuess I’ll Have Another Coffee . . . 123\u003c\/p\u003e \u003cp\u003eAnother Switchpoint 124\u003c\/p\u003e \u003cp\u003eThe Science behind the Change 124\u003c\/p\u003e \u003cp\u003eOf Course There Was Resistance! 128\u003c\/p\u003e \u003cp\u003e“I Can’t Ask My Friends to Do That!” 128\u003c\/p\u003e \u003cp\u003eThe Rewards of “Dressed \u0026amp; Ready” 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 19 Early Wins with the ABCs 131\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelease the Brakes! 131\u003c\/p\u003e \u003cp\u003eCulture Change in the Michigan Division 133\u003c\/p\u003e \u003cp\u003eThe ABCs Improve ETAs 135\u003c\/p\u003e \u003cp\u003eWant Better Meetings? Show Up on Time! 136\u003c\/p\u003e \u003cp\u003eSmall Things Matter 138\u003c\/p\u003e \u003cp\u003eCuring Technophobia 140\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 20 Demonstrating Q4 \u003cb\u003eLeadership\u003csup\u003eSM\u003c\/sup\u003e\u003c\/b\u003e\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThrough the ABCs 143\u003c\/p\u003e \u003cp\u003e“More Work? Are You Nuts?!” 143\u003c\/p\u003e \u003cp\u003eImproving Reliability: Getting KIST 145\u003c\/p\u003e \u003cp\u003eUnderstanding Q4 Leadership\u003csup\u003eSM\u003c\/sup\u003e—by Knowing What It Is Not 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 21 Life or Death Leadership 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Grim Tale 149\u003c\/p\u003e \u003cp\u003eSafety and Culture Change 150\u003c\/p\u003e \u003cp\u003eDeveloping Safety Programs 151\u003c\/p\u003e \u003cp\u003eZero Tolerance and Why 154\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 22 Sawing Our Way to Improvement 157\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTackling Old Problems in New Ways 159\u003c\/p\u003e \u003cp\u003eReducing Overtime 159\u003c\/p\u003e \u003cp\u003e“Improve” Can Even Mean Tossing Old Paper Files 162\u003c\/p\u003e \u003cp\u003eFormalizing the Opportunity 163\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VII Spiking the Switches 165\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 23 Leadership Competencies to Support the Change 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAccountability and Importance 168\u003c\/p\u003e \u003cp\u003eThe New Competency Framework 168\u003c\/p\u003e \u003cp\u003eLeadership Equals Bonus 170\u003c\/p\u003e \u003cp\u003eThe New Power of Performance Reviews 171\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 24 Performance Scorecards for Unionized Employees 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDoing the Unthinkable 174\u003c\/p\u003e \u003cp\u003eExecuting EPS 175\u003c\/p\u003e \u003cp\u003eCommunicating EPS 175\u003c\/p\u003e \u003cp\u003eThen Came the Problems 176\u003c\/p\u003e \u003cp\u003eRollout for Success 177\u003c\/p\u003e \u003cp\u003eSupervisors: I Didn’t Know That! 178\u003c\/p\u003e \u003cp\u003eEPS Was Another Switchpoint 178\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 25 Learning through the Railroad MBA 180\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Railroad MBA 180\u003c\/p\u003e \u003cp\u003eRailroader Undergraduate Programs 181\u003c\/p\u003e \u003cp\u003eCN Is a Destination, Not a Job 182\u003c\/p\u003e \u003cp\u003eToday North America, Tomorrow the World 183\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 26 Hunter Camps Develop Leaders 184\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExpanding the Impact 185\u003c\/p\u003e \u003cp\u003eLearning from the Master 185\u003c\/p\u003e \u003cp\u003eTwelve Characteristics of Leadership 186\u003c\/p\u003e \u003cp\u003eLeadership Is about People 187\u003c\/p\u003e \u003cp\u003eSome Campers’ Views 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 27 The Power of Consistency (17 out of 17) 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInconsistency in the Rules 192\u003c\/p\u003e \u003cp\u003eInconsistency in Applying Rules 193\u003c\/p\u003e \u003cp\u003eInconsistency Breeds Opportunity 194\u003c\/p\u003e \u003cp\u003eBe Consistently Flexible 195\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 28 Developing Internal Consultants 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhy Internal Consultants? 197\u003c\/p\u003e \u003cp\u003eTransitioning from CLG to Internal CN Consultants 198\u003c\/p\u003e \u003cp\u003eSelecting the Right People 199\u003c\/p\u003e \u003cp\u003eDeveloping Internal Consultants 199\u003c\/p\u003e \u003cp\u003eReality Hits 200\u003c\/p\u003e \u003cp\u003eThe Value of Internal Consultants 202\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 29 Sustaining Culture Change 204\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePreventing Backsliding 204\u003c\/p\u003e \u003cp\u003eTechniques for Sustaining Change 207\u003c\/p\u003e \u003cp\u003eExamples of Sustainability 208\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 30 Sharing Our Story 209\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSharing with Our Customers 210\u003c\/p\u003e \u003cp\u003eSharing with Our Suppliers 210\u003c\/p\u003e \u003cp\u003eSharing with Our Competitors 212\u003c\/p\u003e \u003cp\u003eSharing with Our Communities 213\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 31 Improving Relations with Our Unions 216\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe 2007 UTU Strike 216\u003c\/p\u003e \u003cp\u003eWhen to Say Yes, When to Say No 218\u003c\/p\u003e \u003cp\u003eConfronting a Long Legacy 218\u003c\/p\u003e \u003cp\u003eThe United Steelworkers 220\u003c\/p\u003e \u003cp\u003eImproving Labor Relations 221\u003c\/p\u003e \u003cp\u003eWhat CN Brings to the Bargaining Table 222\u003c\/p\u003e \u003cp\u003eThe Future 223\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart VIII Learning from Our Journey 225\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 32 Top 10 Tips for Leaders Using theABC Methodology 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTip 1: Manage Your Culture 227\u003c\/p\u003e \u003cp\u003eTip 2: Measure What You Value 228\u003c\/p\u003e \u003cp\u003eTip 3: Challenge, Disagree, and Then Make the Decision 228\u003c\/p\u003e \u003cp\u003eTip 4: Focus on Behavior You See or Hear at Work 228\u003c\/p\u003e \u003cp\u003eTip 5: Ask “Would You, If Your Life Depended on It?” 228\u003c\/p\u003e \u003cp\u003eTip 6: Transition from Good to Great Performers 229\u003c\/p\u003e \u003cp\u003eTip 7: Deal Quickly with Poor Performers 229\u003c\/p\u003e \u003cp\u003eTip 8: Get Face-to-Face 229\u003c\/p\u003e \u003cp\u003eTip 9: Balance Your Use of Consequences 229\u003c\/p\u003e \u003cp\u003eTip 10: Manage the Learning Curve 230\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 33 The Culture Change We Achieved 231\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTen Lessons Learned from Our Switchpoints 231\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 34 The Final Word 234\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Transformation 234\u003c\/p\u003e \u003cp\u003eWhat Lies Ahead 235\u003c\/p\u003e \u003cp\u003eWhere We Are Now 236\u003c\/p\u003e \u003cp\u003eThe Trip Is Not Over 237\u003c\/p\u003e \u003cp\u003eNotes 241\u003c\/p\u003e \u003cp\u003eAbout the Authors 243\u003c\/p\u003e \u003cp\u003eAbout the Companies 247\u003c\/p\u003e \u003cp\u003eIndex 249\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eJUDY JOHNSON, PhD,\u003c\/b\u003e a Partner with the Continuous Learning Group (CLG), applies behavioral science to help leaders create environments that dramatically improve organizational performance and profitability. Johnson coaches executives on personal leadership and executing strategies through pinpointing key behaviors that lead to success. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eLES DAKENS,\u003c\/b\u003e retired Senior Vice President of People for CN, was responsible for strategic direction of CN's Human Resources and Labour Relations in North America and worldwide. Prior to joining CN, Dakens was Vice President of Human Resources for the North American division of the H.J. Heinz Company. \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePETER EDWARDS,\u003c\/b\u003e Vice President of Human Resources for CN, is responsible for human resources, culture change, implementation, leadership, and organizational development. He assisted CN's CEO in writing two landmark books for employees. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eEDWARD (NED) MORSE,\u003c\/b\u003e a Senior Partner with CLG, offers three decades of experience helping Fortune 500 executives develop and implement business-critical strategies. Morse has worked with clients in transportation, petrochemicals, food service, healthcare, engineering, telecommunications, insurance, pharmaceuticals, and retail.    \u003c\/p\u003e\u003cp\u003eOn a railroad, there are many decision points where trains are switched from one track to another to ensure they take the best route. These are switchpoints. Like a train in motion, corporate cultures encounter many switchpoints along the way—points where executive decisions create watershed change and define the organization's future route.  \u003c\/p\u003e\u003cp\u003e\u003ci\u003eSwitchPoints\u003c\/i\u003e is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years, becoming North America's top-performing railroad—a favorite with both corporate customers and investors. Decisions by CN's leaders at critical switchpoints were key, as was the commitment of CN's dynamic CEO in leading the change.  \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eSwitchPoints\u003c\/i\u003e, the authors share how company-wide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with anecdotes, \u003ci\u003eSwitchPoints\u003c\/i\u003e offers lessons learned and demonstrates the powerful behavioral tools used to change the culture to drive outstanding results in any organization.  \u003c\/p\u003e\u003cp\u003eThe authors—two CN executives and two consultants from the Continuous Learning Group (CLG)— describe their firsthand experiences of applying behavioral science to change CN's culture. They also share how they clarified CN's vision, selected critical switchpoints, employed management tools for change, assessed their impact on profitability, and \"spiked the switches\" to sustain the new culture.  \u003c\/p\u003e\u003cp\u003eThe leadership practices presented here are directly applicable to any business. Even if your enterprise is non-industrial, or your company's culture is very different from CN's, what worked for CN will work for you, too—because behavioral tools apply to all people in any culture, country, language, or industry worldwide. The methods in \u003ci\u003eSwitchPoints\u003c\/i\u003e apply to any organization and will help enlighten leadership that seeks to improve the bottom line by improving culture.  \u003c\/p\u003e\u003cp\u003eDiscover more at www.switchpointsbook.com.   \u003c\/p\u003e\u003cp\u003eOn a railroad, there are many decision points where trains are switched from one track to another to ensure they take the best route. These are switch points. Like a train in motion, corporate cultures encounter many switchpoints along the way—points where executive decisions create watershed change and define the organization's future route. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eSwitchPoints\u003c\/i\u003e is the inspiring story of how Canadian National Railway (CN) advanced from good to great in a few short years, becoming North America's top-performing railroad—a favorite with both corporate customers and investors. Decisions by CN's leaders at critical switchpoints were key, as was the commitment of CN's dynamic CEO in leading the change. \u003c\/p\u003e\u003cp\u003eIn \u003ci\u003eSwitchPoints\u003c\/i\u003e, the authors share how companywide culture change propelled this aging transportation giant to become the profitable powerhouse it is today. Rich with anecdotes, SwitchPoints offers lessons learned and demonstrates the powerful behavioral tools used to change the culture to drive outstanding results in any organization. \u003c\/p\u003e\u003cp\u003eThe authors—two CN executives and two consultants from the Continuous Learning Group (CLG)—describe their firsthand experiences of applying behavioral science to change CN's culture. They also share how they clarified CN's vision, selected critical switchpoints, employed management tools for change, assessed their impact on profitability, and \"spiked the switches\" to sustain the new culture. \u003c\/p\u003e\u003cp\u003eThe leadership practices presented here are directly applicable to any business. Even if your enterprise is non-industrial, or your company's culture is very different from CN's, what worked for CN will work for you, too—because behavioral tools apply to all people in any culture, country, language, or industry worldwide. The methods in SwitchPoints apply to any organization and will help enlighten leadership that seeks to improve the bottom line by improving culture. \u003c\/p\u003e\u003cp\u003eDiscover more at www.switchpointsbook.com.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47990121398501,"sku":"NP9780470283837","price":29.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470283837.jpg?v=1761786594","url":"https:\/\/k12savings.com\/products\/switchpoints-isbn-9780470283837","provider":"K12savings","version":"1.0","type":"link"}