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

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The applicationsInternal and/or externaldrivers for changeMarket industry analysisLearningreviewcycleCustomer analysisOrganizational and management capability and capacity buildingImplementing thechangesCreating and defining➢ Vision➢ Mission➢ Values/cultureChange management planChange initiativesStakeholder analysisOrganizational analysisManaging thechangesExperienceReviewDevelopAlignmentAttunementCritical massIntegrateMore changeFigure II.1 The strategic change process (1)183
The applicationsstakeholdersidentificationunderstandingmanagementinternal driversexternal driversscanninganalysisdirectionlenses/filtersmetaphorsparadigmsmindsetschangeapproachadjustinglensesleadershipstyles & rolesbuilding capacity,capability & readinessaligning theorganizationattuningindividuals,teams &organizationimplementingthe changesmanagingtransitionindividual, team &organizational learningFigure II.2 The strategic change process (2)Chapter 6 tackles mergers and acquisitions, and deals with change situationswhen competitors or suppliers (and indeed customers) arebrought into the organization. Although it is not specifically addressed,many of the issues raised are pertinent to partnering as well. Chapter 7focuses on cultural change, and specifically deals with three areas:aligning the organization to a market and customer focus, aligning theorganization to its overarching objectives, and developing an employeebrand. All three areas have something important to say about how to184
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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
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Team changeSUMMARY AND CONCLUSIONS
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3Organizational changeThis chapter
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Organizational changeMorgan identif
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Organizational change• each indiv
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Organizations as organismsOrganizat
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This metaphor is the only one thatb
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Organizational changeTable 3.1conti
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MODELS OF AND APPROACHES TOORGANIZA
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Organizational changedefining the c
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Organizational changegroups of peop
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Organizational changeKOTTER’S EIG
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Organizational changeC = [ABD] > XC
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Organizational change• practical
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Organizational changeThis model pro
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William Bridges, managing the trans
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Organizational changeNew beginningB
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Organizational change• managing t
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Organizational changeSenge et al sa
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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 158 and 159: Leading changeVISIONARY LEADERSHIPW
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 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
Page 208 and 209: RestructuringNew working relationsh
Page 210 and 211: RestructuringRISKS OF NEW STRUCTURE
Page 212 and 213: Advantages Enables the Controlled b
Page 214 and 215: RestructuringLearning from previous
Page 216 and 217: Project planning and project implem
Page 218 and 219: RestructuringFuture direction and s
Page 220 and 221: RestructuringTo prevent the rumour
Page 222 and 223: Restructuringorganizations are not
Page 224 and 225: RestructuringTable 5.3Disclosed and
Page 226 and 227: Restructuringregaining their self-w
Page 228 and 229: RestructuringTeams need to develop
Page 230 and 231: Team relations Highlight the need f
Page 232 and 233: Inter-team Review level of Review l
Page 234 and 235: RestructuringCONCLUSIONRestructurin
Page 236 and 237: Mergers and acquisitionsThe chapter
Page 238 and 239: Mergers and acquisitions• cost re
Page 240 and 241: Mergers and acquisitionsTable 6.1Co
Page 242 and 243: Mergers and acquisitionsSelden and
Page 244 and 245: 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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