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

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ReferencesBell, B and Kozlowski, S (2002) A typology of virtual teams: implications foreffective leadership, Group and Organization Management (March), pp 14–49Bennis, W (1994) On Becoming a Leader, Addison-Wesley, Reading, MABerry, L and Parasuraman, A (1991) Marketing Services: Competing throughquality, Free Press, New YorkBion, W R (1961) Experiences in Groups and Other Papers, TavistockPublications, LondonBlock, P (2000) Flawless Consulting, 2nd edn, Pfeiffer, San FranciscoBridges, W (1991) Managing Transitions, Perseus, Reading, MABridges, W and Mitchell, S (2002) Leading transition: a new model forchange, in On Leading Change, ed F Hesselbein and R Johnston, pp 47–59,Jossey-Bass, New YorkBrown, S L and Eisenhardt, K M (1995) Product development: pastresearch, present findings, and future directions, Academy of ManagementReview, 20 (2), pp 343–78Bryman, A (1992) Charisma and Leadership in Organizations, Sage, LondonBuber M (1961) Tales of the Hasidim, (2 volumes) Schocken, New YorkBuchanan, D and Huczynski, A (1985) Organizational Behaviour, PrenticeHall, LondonBullock, R J and Batten, D (1985) It’s just a phase we’re going through,Group and Organization Studies, 10 (Dec), pp 383–412Burns, T and Stalker, G M (1961) The Management of Innovation, Tavistock,LondonCameron, E and Green, M (2008) Making Sense of Leadership, Kogan Page,LondonCapra, F. (1982) The Turning Point, Simon and Schuster, New YorkCarey, D (2000) Lessons from master acquirers, Harvard Business Review(May–Jun), pp 145–54Carnall, C A (1990) Managing Change in Organizations, Prentice Hall, LondonCarr, N G (2003) IT doesn’t matter, Harvard Business Review (May)Casey, D (1993) Managing Learning in Organizations, Open UniversityPress, BuckinghamCash, J I Jr, McFarlan, F W and McKenney, J (1992) Corporate InformationSystems Management: The issues facing senior executives, 3rd edn, Irwin,IllinoisChange Tracking, http://www.ctreconsulting.com/home.htm (accessed April2008)355
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Page 4:
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
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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
Page 318 and 319: IT-based process change• Since pe
Page 320 and 321: IT-based process changedecision-mak
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 370 and 371: ReferencesGoleman, D (2000) Leaders
Page 372 and 373: ReferencesMaslow, A (1970) Motivati
Page 374 and 375: ReferencesSchein, E and Bennis, W (
Page 376 and 377: Index(italics indicate figures or t
Page 378 and 379: Indexprinciples 315tools to support
Page 380 and 381: Indexoutcomes 5outer leadership 165
Page 382 and 383: Indexproject sponsor 70project team
Page 384 and 385: www.koganpage.comOne website.A thou
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