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

IntroductionTHE BASIC CONTENT OF THE BOOKWe focus our attention on individual, team and organizational changewith good reason. Many readers will be grappling with large-scalechange at some point, which might be departmental, divisional or wholeorganizational change. Whatever the level or degree of organizationalchange, the people on the receiving end are individual human beings. Itis they who will ultimately cause the change to be a success or a failure.Without looking at the implications of change on individuals we cannever really hope to manage large-scale change effectively.In addition, one of the themes of organizational life over recent yearshas been the ascendancy of the team. Much of today’s work is organizedthrough teams and requires team collaboration and team working for it tosucceed. Very little has been written about the role of teams in organizationalchange, and we have attempted to offer some fresh ideas mixedwith some familiar ones.A thread running through the book is the crucial role of leadership. Ifmanagement is all about delivering on current needs, then leadership is allabout inventing the future. There is a specific chapter on leadership, butyou will find the importance of effective leadership arising throughout.In some respects the chapters on individual, team and organizationalchange, together with the chapter on leadership of change are freestandingand self-contained. However, we have also included applicationchapters where we have chosen a number of types of change, some ofwhich, no doubt, will be familiar to you. These chapters aim to provideguidelines, case studies and learning points for those facing specific organizationalchallenges. Here the individual, team and organizationalaspects of the changes are integrated into a coherent whole.For this new edition we have added two new chapters, one on managingcomplex change and one on whether there’s a single ‘right’ way ofmanaging change.WHY EXPLORE DIFFERENT APPROACHES TO CHANGE?Managers in today’s organizations face some bewildering challenges.Paul Evans (2000) says that 21st century leadership of change issues is notsimple; he sees modern leadership as a balancing act. He draws our attentionto the need for leaders to accept the challenge of navigating between3