Making Sense of Change Management : A

Written for students and professionals alike, Making Sense of Change Management is the classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation.This fully updated, new edition includes new chapters on recent and emerging research in the area of change management and guidance on how to manage complex change.

Esther Cameron is the Director of Cameron Change Consultancy and has designed and implemented organizational change interventions for companies such as Ford, Hewlett Packard and Lucent Technologies. She also lectures at Bristol University in the UK. Mike Green turned to coaching and mentoring after practicing psychotherapy and now works for Cameron Change Consultancy. He teaches at Henley Management College, UK.

Acknowledgements	p. x
Introduction	p. 1
Who this book is aimed at	p. 2
The basic content of the book	p. 3
Why explore different approaches to change?	p. 3
Overview of structure	p. 7
Message to readers	p. 8
The Underpinning Theory	p. 9
Individual change	p. 12
Introduction	p. 12
Learning and the process of change	p. 14
The behavioural approach to change	p. 19
The cognitive approach to change	p. 25
The psychodynamic approach to change	p. 32
The humanistic psychology approach to change	p. 40
Personality and change	p. 50
Managing change in self and others	p. 53
Summary and conclusions	p. 60
Team change	p. 62
Introduction	p. 62
What is a group and when is it a team?	p. 63
Why we need teams	p. 65
The types of organizational teams	p. 66
How to improve team effectiveness	p. 74
What team change looks like	p. 78
The leadership issues in team change	p. 82
How individuals affect team dynamics	p. 86
How well teams initiate and adapt to organizational change	p. 91
Summary and conclusions	p. 95
Organizational change	p. 97
How organizations really work	p. 98
Models of and approaches to organizational change	p. 109
Summary and conclusions	p. 134
Leading change	p. 138
Introduction	p. 138
Visionary leadership	p. 142
Roles that leaders play	p. 153
Leadership styles and skills	p. 159
Different leadership for different phases of change	p. 166
The importance of self-knowledge and inner resources	p. 173
Summary and conclusions	p. 178
The Applications	p. 181
Strategic change process	p. 182
Overview of structure	p. 182
Restructuring	p. 187
Reasons for restructuring	p. 189
The restructuring process	p. 190
Restructuring from an individual change perspective: the special case of redundancy	p. 209
Enabling teams to address organizational change	p. 214
Conclusion	p. 221
Mergers and acquisitions	p. 222
The purpose of merger and acquisition activity	p. 223
Lessons from research into successful and unsuccessful mergers and acquisitions	p. 228
Applying the change theory: guidelines for leaders	p. 242
Summary	p. 253
Cultural change	p. 255
Guidelines for achieving successful cultural change	p. 259
Case study one: aligning the organization	p. 262
Case study two: rebranding the organization	p. 268
Case study three: creating an employer brand	p. 275
IT-based process change	p. 281
Strategy and IT	p. 284
The role of IT management	p. 287
The need for IT change managers	p. 292
Achieving process change	p. 296
Changing the information culture	p. 303
New rules for a new age	p. 305
Summary and conclusions	p. 306
Emerging Inquiries	p. 309
Complex change	p. 310
Introduction	p. 310
When is change complex?	p. 311
Understanding how complexity science applies to organizational change	p. 312
Tools that support complex change	p. 321
The role of leaders in complex change	p. 327
Summary and conclusions	p. 330
The right way to manage change?	p. 331
Introduction	p. 331
What the research says	p. 332
Different approaches to getting ready for change	p. 338
Leading change	p. 343
How do you know whether change is working?	p. 345
Summary and conclusions	p. 349
Conclusion	p. 351
The importance of peripheral vision	p. 351
Finding the space to reflect	p. 352
How to get in touch with the authors of this book	p. 353
References	p. 354
Index	p. 363
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Making Sense of Change Management : A Complete Guide to the Models, Tools and Techniques of Organizational Change

Summary

Author Biography

Table of Contents

Supplemental Materials