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

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Team changeTable 2.5Complementarity and conflict in teamsExtraversionIntroversionNeeded to raise energy, Where Needed for thinking thingsshow enthusiasm, make individuals through and depth ofcontacts and take action. draw their understanding.But they can appear energy from But can appear withdrawn,superficial, intrusivecold and aloof.and overwhelming.SensingIntuitionNeeded to base ideas What an Needed to prepare for thefirmly in reality and be individual pays future and generatepractical and pragmatic. attention to or innovative solutions.Can appear rather how he/she Can appear to have headmundane and pessimistic. receives data in the clouds, impracticaland information and implausible.ThinkingFeelingNeeded to balance benefits How an Needed to be in touch withagainst the costs and individual emotional intelligence, tomake tough decisions. makes negotiate and to reconcile.Can appear rather critical decisions Can appear irrational andand insensitive.too emotional.JudgingPerceivingNeeded for his/her What sort of Needed for his/herorganization and ability to lifestyle an flexibility, adaptability andcomplete things and see individual information gathering.them through. enjoys Can appear ratherCan appear overly rigidunorganized andand immovable.somewhat irresponsible.members played a role or number of roles. Any teams without membersplaying one of these roles would be more likely to perform at a lowerlevel of effectiveness. Of course different situations require certaindifferent emphases.He identified the following roles (see Table 2.6) with their contributionsand allowable weaknesses.89
The underpinning theoryTable 2.6Belbin team-role summary sheetTeam-Role DescriptionsContributionAllowable WeaknessThis ‘BELBIN’ handout is the property of Belbin Associates, UK and protected by copyright, database, trademark and other intellectualproperty rights. You must retain all copyright and other proprietary notices contained on this original and on any copy you make. Youmay not sell or modify this handout. The use of this handout on any other website is prohibited. You agree not to adapt, translate, modify,decompile, disassemble or reverse engineer the handout. ‘BELBIN’ is a registered trademark of Belbin Associates, UK.90
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MAKINGSENSE OFCHANGEMANAGEMENTiii
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Publisher’s noteEvery possible ef
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Contents2 Team change 62Introductio
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AcknowledgementsWe want to start by
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xiiTHIS PAGE IS INTENTIONALLY LEFT
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Making sense of change managementne
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Introductiondiscarding those you do
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Making sense of change managementma
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The underpinning theoryWe divided t
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1Individual changeINTRODUCTIONThis
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The underpinning theoryBehaviouralC
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The underpinning theoryConscious an
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The underpinning theorybehaviour’
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The underpinning theoryway they beh
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The underpinning theoryReinforcemen
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The underpinning theoryclose superv
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The underpinning theoryMuch groundb
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The underpinning theoryHowever, res
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The underpinning theoryand what wou
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The underpinning theoryTHE PSYCHODY
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The underpinning theorykicks in. Ho
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The underpinning theoryVirginia Sat
Page 52 and 53: Individual changeOld status quoFore
Page 54 and 55: Individual changeTable 1.4The psych
Page 58 and 59: Individual changeare going on insid
Page 60 and 61: Individual change• Given this fac
Page 62 and 63: Individual changeAlthough your awar
Page 64 and 65: The most effective tool for identif
Page 66 and 67: Individual changeTable 1.5Myers-Bri
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Page 70 and 71: Individual change• Fear of punish
Page 72 and 73: Individual changeTable 1.6Behaviour
Page 74 and 75: Individual change• There are four
Page 76 and 77: Team changedevelop strategies for m
Page 78 and 79: The team members work together on c
Page 80 and 81: Team changeTable 2.2Types of teamTe
Page 82 and 83: Team changeis responsible for deliv
Page 84 and 85: Team changeMatrix teamMatrix teams
Page 86 and 87: Team changeThe senior management te
Page 88 and 89: Team changeTeam rolesThe best way f
Page 90 and 91: Table 2.3Effective and ineffective
Page 92 and 93: Table 2.4Key attributes in the stag
Page 94 and 95: Team change• How can we achieve o
Page 96 and 97: Team changeusually some highly indi
Page 98 and 99: Team changeleader to encourage the
Page 100 and 101: Team changeit comes to change, peop
Page 104 and 105: STOP AND THINK!Q 2.8Q 2.9What team
Page 106 and 107: Table 2.7Teams going through change
Page 108 and 109: Team changeSUMMARY AND CONCLUSIONS
Page 110 and 111: 3Organizational changeThis chapter
Page 112 and 113: Organizational changeMorgan identif
Page 114 and 115: Organizational change• each indiv
Page 116 and 117: Organizations as organismsOrganizat
Page 118 and 119: This metaphor is the only one thatb
Page 120 and 121: Organizational changeTable 3.1conti
Page 122 and 123: MODELS OF AND APPROACHES TOORGANIZA
Page 124 and 125: Organizational changedefining the c
Page 126 and 127: Organizational changegroups of peop
Page 128 and 129: Organizational changeKOTTER’S EIG
Page 130 and 131: Organizational changeC = [ABD] > XC
Page 132 and 133: Organizational change• practical
Page 134 and 135: Organizational changeThis model pro
Page 136 and 137: William Bridges, managing the trans
Page 138 and 139: Organizational changeNew beginningB
Page 140 and 141: Organizational change• managing t
Page 142 and 143: Organizational changeSenge et al sa
Page 144 and 145: Organizational change• ‘We keep
Page 146 and 147: Organizational changeno use at all.
Page 148 and 149: Organizational change• There are
Page 150 and 151: STOP AND THINK!Q 3.7Q 3.8Q 3.9Organ
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Leading change• different leaders
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Leading changethe harsh reality of
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Leading changevisionary leadership
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Leading changeVISIONARY LEADERSHIPW
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Leading changeBass: proof that visi
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Leading changeHeifetz and Laurie: v
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Leading changeAs we write this book
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Leading changeROLES THAT LEADERS PL
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Leading changeDifferent types of le
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Leading changeTable 4.4Roles in a c
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STOP AND THINK!Q 4.5Leading changeU
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Leading changeTHE COERCIVE-AFFILIAT
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Goleman: the importance of emotiona
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Leading changea leader, the chance
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Leading changeTable 4.6Leadership o
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Leading changeRosabeth Moss Kanter:
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Leading changeLeadership for the en
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Leading change• Help people to di
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Leading changeTable 4.8Development
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Leading change• Habit 4: Think wi
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Leading change• Inner leadership
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Part TwoThe applicationsStrategy is
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The applicationsInternal and/or ext
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The applicationstackle cultural cha
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5RestructuringWe trained hard. But
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Restructuring[W]hen DuPont announce
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RestructuringThis leads to the foll
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Restructuringmade very clear. Secon
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RestructuringNew working relationsh
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RestructuringRISKS OF NEW STRUCTURE
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Advantages Enables the Controlled b
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RestructuringLearning from previous
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Project planning and project implem
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RestructuringFuture direction and s
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RestructuringTo prevent the rumour
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Restructuringorganizations are not
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RestructuringTable 5.3Disclosed and
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Restructuringregaining their self-w
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RestructuringTeams need to develop
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Team relations Highlight the need f
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Inter-team Review level of Review l
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RestructuringCONCLUSIONRestructurin
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Mergers and acquisitionsThe chapter
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Mergers and acquisitions• cost re
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Mergers and acquisitionsTable 6.1Co
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Mergers and acquisitionsSelden and
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Mergers and acquisitions• company
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Mergers and acquisitionsGet the str
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Mergers and acquisitionsside of the
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Mergers and acquisitionsNew culture
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Mergers and acquisitionsKeep custom
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Mergers and acquisitionsUse a clear
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their personal style, personal hist
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Mergers and acquisitionsStageTable
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Mergers and acquisitionsTable 6.4Ho
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Mergers and acquisitions• Get inf
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Mergers and acquisitionsguide the i
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Mergers and acquisitionsSUMMARYTher
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7Cultural changeIf you were asked t
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Cultural change• a guided evoluti
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GUIDELINES FOR ACHIEVING SUCCESSFUL
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Cultural changeAct as role modelsMa
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Cultural changedo these changes hav
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Clarity and impact of core values a
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experiment with a development proce
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Cultural change• Breaking the mou
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Cultural changeHighShow it to me!Pr
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Gaining commitmentCultural changeIt
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Cultural changeSupporting individua
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Cultural changeThe concept of the b
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Cultural changeValue: learningBehav
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8IT-based process changeIT has beco
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IT-based process change• enable c
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IT-based process changegauge how mu
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IT-based process changeThe IS manag
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IT-based process change• Process
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IT-based process change• External
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The emergence of rapid development
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IT-based process changeWhat skills
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IT-based process changeAN EXAMPLE O
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IT-based process changeprocesses, w
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IT-based process changeStep oneStep
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IT-based process changeCHANGING THE
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IT-based process change• Since pe
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IT-based process changedecision-mak
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Part ThreeEmerging inquiriesYou can
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Complex change• when is change co
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Complex change• the system is non
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There are some important principles
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Complex changethis thinking to larg
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Complex changeemerges, that is, the
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Complex changeFeedbackOne of the ch
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Complex changethese ideas and pract
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Complex changeare not really what m
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Complex changeThe final stage invol
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on ordinary conversation that sits
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10The right way to managechange?INT
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Miller (2002) summarized the findin
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in the change and also their line m
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The right way to manage change?Unde
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The right way to manage change?100
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The right way to manage change?Ther
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LEADING CHANGEThe right way to mana
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The right way to manage change?•
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The right way to manage change?appr
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create the right conditions for cha
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ConclusionSo what did we set out to
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HOW TO GET IN TOUCH WITH THE AUTHOR
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ReferencesBell, B and Kozlowski, S
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ReferencesGoleman, D (2000) Leaders
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ReferencesMaslow, A (1970) Motivati
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ReferencesSchein, E and Bennis, W (
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Index(italics indicate figures or t
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Indexprinciples 315tools to support
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Indexoutcomes 5outer leadership 165
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Indexproject sponsor 70project team
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www.koganpage.comOne website.A thou
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