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

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IT-based process changedecision-making process in an organization. They become mere ‘implementers’of other people’s solutions. IT management skills need to bepresent not only within IT departments, but all over the organization.IT people need to learn more about organizational change processes. ITpeople have been traditionally uninterested in anything except technology,which has led to a division between designing the IT system (IT’sresponsibility) and realizing the benefits by getting people to use it well(business managers’ responsibility). This is changing, but not fast enough.IT people now need to shift their competency from being technicalexperts, to being specialists with change management skills.Human-oriented processes for implementing IT systems work betterthan processes that have a purely technical focus, and incremental processchange has a better record of success than radical process change.Excitement about ‘radical’ process change has led to a belief that onlyradical changes bring radical results. BPR (business process re-engineering)has not brought all the hoped-for benefits, because of its lack offocus on people and the inherently risky nature of radical process transformation.It is highly probable that incremental, more human-oriented solutionssuch as those based on socio-technical design actually work better.If a change in information-sharing habits is required, this meansaddressing the change as you would a cultural change. Problems comewhen senior managers and IT people believe that technology will automaticallychange behaviour. Often the reverse happens: the new technologyreinforces the habits and attitudes already present. A culture change maybe required to create the shifts in information sharing required, because theintroduction of new IT systems alone will not achieve this.Chief executives have started to over-value the power of IT, beyond thestrategic gains it can really offer. IT is not now a scarce resource, but a factof life. Some say that IT’s importance has diminished, and that organizationsneed to approach IT investment and management in a verydifferent way, allowing others to experiment with new systems beforedeciding to buy, and only investing where there is vulnerability.307
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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
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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
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
Page 280 and 281: experiment with a development proce
Page 282 and 283: Cultural change• Breaking the mou
Page 284 and 285: Cultural changeHighShow it to me!Pr
Page 286 and 287: Gaining commitmentCultural changeIt
Page 288 and 289: Cultural changeSupporting individua
Page 290 and 291: Cultural changeThe concept of the b
Page 292 and 293: Cultural changeValue: learningBehav
Page 294 and 295: 8IT-based process changeIT has beco
Page 296 and 297: IT-based process change• enable c
Page 298 and 299: IT-based process changegauge how mu
Page 300 and 301: IT-based process changeThe IS manag
Page 302 and 303: IT-based process change• Process
Page 304 and 305: IT-based process change• External
Page 306 and 307: The emergence of rapid development
Page 308 and 309: IT-based process changeWhat skills
Page 310 and 311: IT-based process changeAN EXAMPLE O
Page 312 and 313: IT-based process changeprocesses, w
Page 314 and 315: IT-based process changeStep oneStep
Page 316 and 317: IT-based process changeCHANGING THE
Page 318 and 319: IT-based process change• Since pe
Page 322 and 323: Part ThreeEmerging inquiriesYou can
Page 324 and 325: Complex change• when is change co
Page 326 and 327: Complex change• the system is non
Page 328 and 329: There are some important principles
Page 330 and 331: Complex changethis thinking to larg
Page 332 and 333: Complex changeemerges, that is, the
Page 334 and 335: Complex changeFeedbackOne of the ch
Page 336 and 337: Complex changethese ideas and pract
Page 338 and 339: Complex changeare not really what m
Page 340 and 341: Complex changeThe final stage invol
Page 342 and 343: on ordinary conversation that sits
Page 344 and 345: 10The right way to managechange?INT
Page 346 and 347: Miller (2002) summarized the findin
Page 348 and 349: in the change and also their line m
Page 350 and 351: The right way to manage change?Unde
Page 352 and 353: The right way to manage change?100
Page 354 and 355: The right way to manage change?Ther
Page 356 and 357: LEADING CHANGEThe right way to mana
Page 358 and 359: The right way to manage change?•
Page 360 and 361: The right way to manage change?appr
Page 362 and 363: create the right conditions for cha
Page 364 and 365: ConclusionSo what did we set out to
Page 366 and 367: HOW TO GET IN TOUCH WITH THE AUTHOR
Page 368 and 369: 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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