cameron and green making-sense-of-change-management

Contents7 Cultural change 255Guidelines for achieving successful cultural change 259; Casestudy one: aligning the organization 262; Case study two:rebranding the organization 268; Case study three: creatingan employer brand 2758 IT-based process change 281Strategy and IT 284; The role of IT management 287;The need for IT change managers 292; Achieving processchange 296; Changing the information culture 303;New rules for a new age 305; Summary and conclusions 306PART THREE: EMERGING INQUIRIES 3099 Complex change 310Introduction 310; When is change complex? 311;Understanding how complexity science applies toorganizational change 312; Tools that support complexchange 321; The role of leaders in complex change 327;Summary and conclusions 33010 The right way to manage change? 331Introduction 331; What the research says 332;Different approaches to getting ready for change 338;Leading change 343; How do you know whether change isworking? 345; Summary and conclusions 349Conclusion 351The importance of peripheral vision 351; Finding the space toreflect 352; How to get in touch with the authors of thisbook 353References 354Index 363ix