Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change Management

Organizational coaches Cameron and Green offer advice to organizational managers on individual, team, and organizational change. They first set out the theory of change for each of these levels and then provide guidance on specific change scenarios, including organizational restructuring, mergers and acquisitions, cultural change, and information-technology-based process change. Distributed in the US by Stylus. Table of Contents 1 BackCover 2 Making Sense of Change Management 3 Introduction 5 THE BASIC CONTENT OF THE BOOK 6 WHY EXPLORE DIFFERENT APPROACHES TO CHANGE 7 OVERVIEW OF STRUCTURE 9 MESSAGE TO READERS 10 Part I: The Underpinning Theory 11 Chapter 1: Individual change 13 LEARNING AND THE PROCESS OF CHANGE 15 THE BEHAVIOURAL APPROACH TO CHANGE 19 THE COGNITIVE APPROACH TO CHANGE 23 THE PSYCHODYNAMIC APPROACH TO CHANGE 28 THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE 34 PERSONALITY AND CHANGE 42 MANAGING CHANGE IN SELF AND OTHERS 44 SUMMARY AND CONCLUSIONS 49 Chapter 2: Team change 50 WHAT IS A GROUP AND WHEN IS IT A TEAM? 51 WHY WE NEED TEAMS 53 THE TYPES OF ORGANIZATIONAL TEAMS 54 HOW TO IMPROVE TEAM EFFECTIVENESS 59 WHAT TEAM CHANGE LOOKS LIKE 62 THE LEADERSHIP ISSUES IN TEAM CHANGE 66 HOW INDIVIDUALS AFFECT TEAM DYNAMICS 69 HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE 72 SUMMARY AND CONCLUSIONS 76 Chapter 3: Organizational change 78 HOW ORGANIZATIONS REALLY WORK 79 MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE 87 SUMMARY AND CONCLUSIONS 104 Chapter 4: Leading change 107 VISIONARY LEADERSHIP 111 ROLES THAT LEADERS PLAY 119 LEADERSHIP STYLES AND SKILLS 123 DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE 128 THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES 134 SUMMARY AND CONCLUSIONS 138 Part II: The Applications 140 Chapter 5: Restructuring 143 REASONS FOR RESTRUCTURING 145 THE RESTRUCTURING PROCESS 146 RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY 161 ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE 165 CONCLUSION 170 Chapter 6: Mergers and acquisitions 171 THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY 172 LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS 176 APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS 186 SUMMARY 195 Chapter 7: Cultural change 197 GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE 200 CASE STUDY ONE: ALIGNING THE ORGANIZATION 202 CASE STUDY TWO: REBRANDING THE ORGANIZATION 207 CASE STUDY THREE: CREATING AN EMPLOYER BRAND 212 Chapter 8: IT-based process change 216 STRATEGY AND IT 218 THE ROLE OF IT MANAGEMENT 220 THE NEED FOR IT CHANGE MANAGERS 224 ACHIEVING PROCESS CHANGE 227 CHANGING THE INFORMATION CULTURE 232 NEW RULES FOR A NEW AGE 234 SUMMARY AND CONCLUSIONS 235 Conclusion 236 FINDING THE SPACE TO REFLECT 237 HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK 238 References 239 Index 246 Index_B 247 Index_C 248 Index_D 250 Index_E 251 Index_F 252 Index_G 253 Index_H 254 Index_I 255 Index_J 256 Index_K 257 Index_L 258 Index_M 259 Index_N 261 Index_O 262 Index_P 263 Index_Q 265 Index_R 266 Index_S 267 Index_T 269 Index_U 271 Index_V 272 Index_W 273 Index_Y 274 List of Figures 275 List of Tables 278 List of Sidebars 280 Making Sense of Change Management is about making change easier. 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. However, this book is not a 'one size fits all' simplistic panacea to all change, whatever the circumstances. Instead 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.Written for academics and professionals alike, Making Sense of Change Management identifies and offers explanations of all current models of change as well as offering practical guidelines and examples showing the reader why change can go wrong -- and how to get it right. Making Sense of Change Management is about making change easier. 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. However, this book is not a †̃one size fits all' simplistic panacea to all change whatever the circumstances. Instead 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. Contents include individual change; team change; organizational change; leading ch Written For Academics And Professionals Alike, Making Sense Of Change Management Identifies And Offers Explanations Of All Current Models Of Change As Well As Offering Practical Guidelines And Examples Showing The Reader Why Change Can Go Wrong - And How To Get It Right.--jacket. The Underpinning Theory -- The Applications. Esther Cameron & Mike Green. Includes Bibliographical References (p. 270-275) And Index. This book lack proof big time. Most of what the authors say in this book are fallacies or opinions where we have to ask ourselves, "Is this really true?" or "Ahhh, this makes sense only because it is common sense." Without any knowledge of change management skills, half of the book is common sense. Written for academics and professionals alike, this book is an attempt to make change easier. It is aimed at anyone who wants to understand wy change happens, how it happens and what needs to be done to make change a welcome, rather than a dreaded concept. ""In business, either you're an agent of change, or you're destined to become a victim of change."" -- Norm Brodsky in Inc Magazine