Making sense of change management : a complete guide to the models, tools & techniques of organizational change

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 change;structural change;mergers and acquisitions;cultural change;IT-based process change; andhow best to implement change.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.

Author Notes

Esther CameronEsther Cameron helps organizations and executives manage and lead change. She works in both the private and public sectors and uses a variety of coaching, mentoring and team interventions to support their organizational development. Esther has lectured on change management for the University of Bristol for the last ten years. She is the author of Facilitation Skills Made Easy, and co-author of Making Sense of Change Management, both published by Kogan Page.

Excerpts

Contents include: individual change; team change; organizational change; leading change; structural change; mergers and acquisitions; cultural change; IT-based process change; and how best to implement change. Excerpted from Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organisational Change by Esther Cameron, Mike Green All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Acknowledgements	p. vii
Introduction	p. 1
Who this book is aimed at	p. 2
The basic content of the book	p. 2
Why explore different approaches to change	p. 3
Overview of structure	p. 5
Message to readers	p. 6
Part 1 The Underpinning Theory	p. 7
1 Individual change	p. 9
Introduction	p. 9
Learning and the process of change	p. 11
The behavioural approach to change	p. 15
The cognitive approach to change	p. 21
The psychodynamic approach to change	p. 27
The humanistic psychology approach to change	p. 34
Personality and change	p. 43
Managing change in self and others	p. 46
Summary and conclusions	p. 52
2 Team change	p. 54
Introduction	p. 54
What is a group and when is it a team?	p. 55
Why we need teams	p. 57
The types of organizational teams	p. 58
How to improve team effectiveness	p. 64
What team change looks like	p. 67
The leadership issues in team change	p. 71
How individuals affect team dynamics	p. 74
How well teams initiate and adapt to organizational change	p. 79
Summary and conclusions	p. 82
3 Organizational change	p. 85
How organizations really work	p. 86
Models of and approaches to organizational change	p. 95
Summary and conclusions	p. 117
4 Leading change	p. 121
Introduction	p. 121
Visionary leadership	p. 125
Roles that leaders play	p. 134
Leadership styles and skills	p. 139
Different leadership for different phases of change	p. 145
The importance of self-knowledge and inner resources	p. 152
Summary and conclusions	p. 155
Part 2 The Applications	p. 159
Introduction: strategic change options	p. 159
Strategic change process	p. 160
Overview of structure	p. 160
5 Restructuring	p. 164
Reasons for restructuring	p. 166
The restructuring process	p. 167
Restructuring from an individual change perspective: the special case of redundancy	p. 184
Enabling teams to address organizational change	p. 188
Conclusion	p. 192
6 Mergers and acquisitions	p. 193
The purpose of merger and acquisition activity	p. 194
Lessons from research into successful and unsuccessful mergers and acquisitions	p. 198
Applying the change theory: guidelines for leaders	p. 209
Summary	p. 218
7 Cultural change	p. 220
Guidelines for achieving successful cultural change	p. 223
Case study one: aligning the organization	p. 226
Case study two: rebranding the organization	p. 231
Case study three: creating an employer brand	p. 237
8 IT-based process change	p. 243
Strategy and IT	p. 246
The role of IT management	p. 248
The need for IT change managers	p. 252
Achieving process change	p. 256
Changing the information culture	p. 262
New rules for a new age	p. 264
Summary and conclusions	p. 265
Conclusion	p. 267
The importance of peripheral vision	p. 267
Finding the space to reflect	p. 268
How to get in touch with the authors of this book	p. 268
References	p. 270
Index	p. 276

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