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

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Part OneThe underpinningtheoryAll appears to change when we change.Henri AmielIndividual change is at the heart of everything that is achieved in organizations.Once individuals have the motivation to do something different, thewhole world can begin to change. The conspiracy laws in the UK recognizethis capacity for big change to start small. In some legal cases, the merestnod or a wink between two people seems to be considered adequateevidence to indicate a conspiratorial act. In some respects this type of lawindicates the incredible power that individuals have within them to challengeexisting power strongholds and alter the way things are done.However, individuals are to some extent governed by the norms of thegroups they belong to, and groups are bound together in a whole systemof groups of people that interconnect in various habitual ways. So thestory is not always that simple. Individuals, teams and organizations allplay a part in the process of change, and leaders have a particularlyonerous responsibility: that is, making all this happen.9
The underpinning theoryWe divided this book into three parts so that readers could have theoption either to start their journey through this book by first readingabout the theory of change, or to begin by reading about the practicalapplications. The third part looks at managing complex change andwhether there is one right way of managing change. We understand thatpeople have different preferences. However, we do think that a thoroughgrounding in the theory is useful to help each person to untangle andarticulate his or her own assumptions about how organizations work, andhow change occurs. Do you for instance think that organizations can bechanged by those in leadership positions to reach a predetermined endstate, or do you think that people in organizations need to be collectivelyaware of the need for change before they can begin to adapt?Assumptions can be dangerous things when not explored, as they canrestrict your thinking and narrow down your options.Part One comprises four chapters. These have been chosen to representfour useful perspectives on change: individual change, team change,organizational change and leading change. Chapter 1 draws together thefour key approaches to understanding individual change. These are thebehavioural, cognitive, psychodynamic and humanistic psychologyapproaches. This chapter also looks at the connection between personalityand change, and how to enable change in others when you areacting in a managerial role.Chapter 2 identifies the main elements of team and group theory thatwe believe are useful to understand when managing change. Thischapter compares different types of team, looks at the area of team effectiveness,and examines the process of team development. The compositionof the team and the effect this has on team performance are alsoexamined, as well as the way in which different types of team contributeto the organizational change process.Chapter 3 looks at a wide range of approaches to organizationalchange, using organizational metaphor to show how these are interconnectedand related. Familiar and unfamiliar models of the change processare described and categorized by metaphor to enable the underpinningassumptions to be examined, and we give our views on how useful thesevarious models are to leaders of change.Chapter 4 examines the leadership of change. We start by looking at thevariety of leadership roles that arise from using different assumptionsabout how organizations work. The need for visionary leadership, the10
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Page 11 and 12: AcknowledgementsWe want to start by
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Page 18: Introductiondiscarding those you do
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Page 25 and 26: 1Individual changeINTRODUCTIONThis
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Page 52 and 53: Individual changeOld status quoFore
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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
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Organizational changeno use at all.
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Organizational change• There are
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STOP AND THINK!Q 3.7Q 3.8Q 3.9Organ
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Leading change• different leaders
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Leading changethe harsh reality of
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Leading changevisionary leadership
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Leading changeVISIONARY LEADERSHIPW
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Leading changeBass: proof that visi
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Leading changeHeifetz and Laurie: v
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Leading changeAs we write this book
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Leading changeROLES THAT LEADERS PL
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Leading changeDifferent types of le
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Leading changeTable 4.4Roles in a c
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STOP AND THINK!Q 4.5Leading changeU
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Leading changeTHE COERCIVE-AFFILIAT
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Goleman: the importance of emotiona
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Leading changea leader, the chance
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Leading changeTable 4.6Leadership o
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Leading changeRosabeth Moss Kanter:
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Leading changeLeadership for the en
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Leading change• Help people to di
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Leading changeTable 4.8Development
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Leading change• Habit 4: Think wi
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Leading change• Inner leadership
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Part TwoThe applicationsStrategy is
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The applicationsInternal and/or ext
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The applicationstackle cultural cha
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5RestructuringWe trained hard. But
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Restructuring[W]hen DuPont announce
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RestructuringThis leads to the foll
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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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