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

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Team relations Highlight the need for Establish groundrules Ensure team is agreed Build safeteam processes. for team working. on purpose, objectives, environment forroles and processes. team to openlyexpress thoughts andfeelings.Inter-team Establish dependencies Highlight the need to Establish process for Engage with otherrelations on and with other establish protocols with communicating with groupings on howorganizational key organizational other organizational they will workgroupings. groupings. groupings. together.MBTI* Ensure balance between Balance between Ensure balance between Ensure that differenthigh level vision and acknowledging the tying agreements down types are understoodmore tangible and business case for the and keeping options and potential pitfallsspecific objectives. change and individuals’ open. and communicationfeelings about thebarriers.change.Key Belbin Co-ordinator, shaper, Co-ordinator, team Co-ordinator, resource Co-ordinator, teamroles plant, implementor. worker. investigator. worker, monitorevaluator.217Organizational Ensure alignment of Ensure team members Ensure team structure, Ensure commitmentfocus team goals to engage on an roles and responsibilities to organizationalorganizational change intellectual and fit with proposed goals and operatingobjectives. emotional level with changes and in line with values.organizational goals. organizational ethos.
218Table 5.4ContinuedNormingPerformingTask People Task People(open data flow) (cohesion) (problem solving) (interdependence)Team purpose Review progress on Review progress, Review progress on Review teamteam purpose and recognize achievement. team purpose and performance againstobjectives; adjust as objectives; adjust as purpose, recommit asnecessary. necessary. necessary.Team roles Review roles and Review progress, Review roles and Review individualresponsibilities; adjust recognize achievements responsibilities; adjust role performance andas necessary. and development areas. as necessary. structure, recognizeDevelop strategies for achievement andimproving performance. provide development.Team processes Review team processes; Review team processes; Review team processes; Review level of teamadjust as necessary. adjust as necessary. adjust as necessary. efficiency; adjust asDevelop strategies for necessary.improving performance. Develop strategiesfor improvingperformance.Team relations Review team relations; Review progress; Review team relations; Reflect upon level ofattend to if necessary. recognize achievement. attend to if necessary. team effectiveness.Develop strategies for Develop strategiesimproving performance. for improvingperformance.
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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
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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
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 196 and 197: The applicationsInternal and/or ext
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 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
Page 246 and 247: Mergers and acquisitionsGet the str
Page 248 and 249: Mergers and acquisitionsside of the
Page 250 and 251: Mergers and acquisitionsNew culture
Page 252 and 253: Mergers and acquisitionsKeep custom
Page 254 and 255: Mergers and acquisitionsUse a clear
Page 256 and 257: their personal style, personal hist
Page 258 and 259: Mergers and acquisitionsStageTable
Page 260 and 261: Mergers and acquisitionsTable 6.4Ho
Page 262 and 263: Mergers and acquisitions• Get inf
Page 264 and 265: Mergers and acquisitionsguide the i
Page 266 and 267: Mergers and acquisitionsSUMMARYTher
Page 268 and 269: 7Cultural changeIf you were asked t
Page 270 and 271: Cultural change• a guided evoluti
Page 272 and 273: GUIDELINES FOR ACHIEVING SUCCESSFUL
Page 274 and 275: Cultural changeAct as role modelsMa
Page 276 and 277: Cultural changedo these changes hav
Page 278 and 279: 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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