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

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Leading changeVISIONARY LEADERSHIPWe go to liberate, not to conquer.We will not fly our flags in their country.We are entering Iraq to free a people and the only flag which will be flown inthat ancient land is their own.Show respect for them.There are some who are alive at this moment who will not be alive shortly.Those who do not wish to go on that journey, we will not send.As for the others, I expect you to rock their world.Wipe them out if that is what they choose.But if you are ferocious in battle remember to be magnanimous in victory.Iraq is steeped in history.It is the site of the Garden of Eden, of the Great Flood and the birthplace ofAbraham.Tread lightly there.You will see things that no man could pay to see– and you will have to go a long way to find a more decent, generous andupright people than the Iraqis.You will be embarrassed by their hospitality even though they have nothing.Don’t treat them as refugees for they are in their own country.Their children will be poor, in years to come they will know that the light ofliberation in their lives was brought by you.Extract from speech widely hailed in the UK press at the time as visionary.It was given by Lieutenant Colonel Tim Collins to around 800 men of thebattlegroup of the 1st Battalion of the Royal Irish Regiment, at their FortBlair Mayne camp in the Kuwaiti desert about 20 miles from the Iraqiborder on Wednesday 19 March 2003. His intention was to prepare themen for the battle that lay ahead. Many of the men were young and thesupport from people back in the UK was patchy.Since 2003 Tim Collins has had cause to reflect on his celebrated visionarycall to action. He says he made assumptions about the motives at higherlevels of the army and government, and is quoted as saying:145
The underpinning theoryWhat I had not realized is that there was no plan at the higher levels toreplace anything, indeed a simplistic and unimaginative overreliance insome quarters on the power of destruction and crude military might... Iffreedom and a chance to live a dignified and stable life free from terror wasthe motive, then I can think of more than 170 families in Iraq last week whowould have settled for what they had under Saddam.The Observer, 18th September, 2005I HAVE A DREAMI have a dream that one day this nation will rise up and live out the truemeaning of its creed: ‘We hold these truths to be self-evident: that all men arecreated equal.’ I have a dream that one day on the red hills of Georgia the sonsof former slaves and the sons of former slave owners will be able to sit downtogether at the table of brotherhood.I have a dream that one day even the state of Mississippi, a state swelteringwith the heat of injustice, sweltering with the heat of oppression, will be transformedinto an oasis of freedom and justice.I have a dream that my four little children will one day live in a nation where theywill not be judged by the color of their skin but by the content of their character.I have a dream today.I have a dream that one day, down in Alabama, with its vicious racists, withits governor having his lips dripping with the words of interposition and nullification;one day right there in Alabama, little black boys and black girls will beable to join hands with little white boys and white girls as sisters and brothers.I have a dream today.I have a dream that one day every valley shall be exalted, every hill and mountainshall be made low, the rough places will be made plain, and the crookedplaces will be made straight, and the glory of the Lord shall be revealed, and allflesh shall see it together. This is our hope. This is the faith that I go back to theSouth with. With this faith we will be able to hew out of the mountain of despaira stone of hope. With this faith we will be able to transform the jangling discordsof our nation into a beautiful symphony of brotherhood. With this faith we willbe able to work together, to pray together, to struggle together, to go to jailtogether, to stand up for freedom together, knowing that we will be free one day.Extract from speech by Martin Luther King, Jr. He was a driving force in thenon-violent push for racial equality in the 1950s and the 1960s. This speechwas given on 28 August 1963, on the steps of the Lincoln memorial. Itmobilized supporters and acted as the catalyst for the 1964 Civil Rights Act.146
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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
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Individual changeOld status quoFore
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Individual changeTable 1.4The psych
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Individual changeare going on insid
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Individual change• Given this fac
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Individual changeAlthough your awar
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The most effective tool for identif
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Individual changeTable 1.5Myers-Bri
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Individual change• The consequenc
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Individual change• Fear of punish
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Individual changeTable 1.6Behaviour
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Individual change• There are four
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Team changedevelop strategies for m
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The team members work together on c
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Team changeTable 2.2Types of teamTe
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Team changeis responsible for deliv
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Team changeMatrix teamMatrix teams
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Team changeThe senior management te
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Team changeTeam rolesThe best way f
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Table 2.3Effective and ineffective
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Table 2.4Key attributes in the stag
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Team change• How can we achieve o
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Team changeusually some highly indi
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Team changeleader to encourage the
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Team changeit comes to change, peop
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Team changeTable 2.5Complementarity
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STOP AND THINK!Q 2.8Q 2.9What team
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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
Page 152 and 153: Leading change• different leaders
Page 154 and 155: Leading changethe harsh reality of
Page 156 and 157: Leading changevisionary leadership
Page 160 and 161: Leading changeBass: proof that visi
Page 162 and 163: Leading changeHeifetz and Laurie: v
Page 164 and 165: Leading changeAs we write this book
Page 166 and 167: Leading changeROLES THAT LEADERS PL
Page 168 and 169: Leading changeDifferent types of le
Page 170 and 171: Leading changeTable 4.4Roles in a c
Page 172 and 173: STOP AND THINK!Q 4.5Leading changeU
Page 174 and 175: Leading changeTHE COERCIVE-AFFILIAT
Page 176 and 177: Goleman: the importance of emotiona
Page 178 and 179: Leading changea leader, the chance
Page 180 and 181: Leading changeTable 4.6Leadership o
Page 182 and 183: Leading changeRosabeth Moss Kanter:
Page 184 and 185: Leading changeLeadership for the en
Page 186 and 187: Leading change• Help people to di
Page 188 and 189: Leading changeTable 4.8Development
Page 190 and 191: Leading change• Habit 4: Think wi
Page 192 and 193: Leading change• Inner leadership
Page 194 and 195: Part TwoThe applicationsStrategy is
Page 196 and 197: The applicationsInternal and/or ext
Page 198 and 199: The applicationstackle cultural cha
Page 200 and 201: 5RestructuringWe trained hard. But
Page 202 and 203: Restructuring[W]hen DuPont announce
Page 204 and 205: RestructuringThis leads to the foll
Page 206 and 207: 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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