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

IntroductionThe later chapters take real change situations and give specific tipsand guidelines on how to tackle these successfully from a leadershippoint of view.OVERVIEW OF STRUCTUREWe have structured the book principally in three parts.Part One, ‘The underpinning theory’, comprises four chapters andaims to set out a wide range of ideas and approaches to managingchange. Chapter 1 draws together the key theories of how individuals gothrough change. Chapter 2 compares different types of team, and examinesthe process of team development and also the way in which differenttypes of team contribute to the organizational change process. Chapter 3looks at a wide range of approaches to organizational change, using organizationalmetaphor to show how these are interconnected and related.Chapter 4 examines leadership of change, the role of visionary leadership,the roles that leaders play in the change process and the competenciesthat a leader needs to become a successful leader of change.These chapters enable the reader to develop a broader understandingof the theoretical aspects of individual, team and organizational change,and to learn more about a variety of perspectives on how best to be aleader of change. This lays firm foundations for anyone wanting to learnabout new approaches to managing change with a view to becomingmore skilled in this area.Part Two, ‘The applications’, focuses on specific change scenarios with aview to giving guidelines, hints and tips to those involved in these differenttypes of change process. These chapters are illustrated with case studies andmake reference to the models and methods discussed in Part One. Chapter5 looks at organizational restructuring, why it goes wrong, and how to getit right. Chapter 6 tackles mergers and acquisitions by categorizing thedifferent types of activity and examining the learning points resulting fromresearch into this area. Chapter 7 examines cultural change by describingsome diverse case studies and extracting the learning points, and Chapter 8attempts to shed some light on IT-based process change, why it so oftengoes awry and what organizations can do to improve on this.Part Three is a new section that we have included for the second edition.One of the clear things that has emerged for us in helping others lead and7