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

Making sense of change managementmanage change is the tension between overly planning and controllingchange on the one hand, and the fact that change is often not simpleenough to plan or control on the other. Chapter 9 looks at the whole areaof complexity science and how it can inform your approach whenmanaging complex change. Chapter 10 looks at how and why manychange efforts fail to deliver all that they set out to do. In this chapter weask the question ‘Is there one right way of managing change?’ and (withoutgiving anything away right now) if not, explores how we can approachchange at least with some confidence in managing it successfully.Please do not read this book from beginning to end in one sitting. It istoo much to take in. We recommend that if you prefer a purely pragmaticapproach you should start by reading Part Two. You will find concreteexamples and helpful guidelines. After that, you might like to go back intothe theory in Part One to understand the choices available to you as aleader of change.Likewise, if you are more interested in understanding the theoreticalunderpinning of change, then read Part One first. You will find a range ofapproaches together with their associated theories of change. After that,you might like to read Part Two to find out how the theory can be appliedin real situations.MESSAGE TO READERSWe wish you well in all your endeavours to initiate, adapt to and survivechange. We hope the book provides you with some useful ideas andinsights, and we look forward to hearing about your models, approachesand experiences, and to your thoughts on the glaring gaps in this book.We are sure we have left lots of important things out!Do e-mail us with your comments and ideas, or visit us at:Esther –Website: www.cameronchange.co.ukE-mail: esther@cameronchange.co.ukMike –Website: www.transitionalspace.co.ukE-mail: mike@transitionalspace.co.uk8