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

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ReferencesMaslow, A (1970) Motivation and Personality, Harper & Row, New YorkMcCaulley, M (1975) How individual differences affect health care teams,Health Team News, 1 (8), pp 1–4McGregor, D (1960) The Human Side of Enterprise, McGraw-Hill,MaidenheadMeredith, J R and Mantel, S J Jr (2000), Project Management: A managerialapproach, Wiley, New YorkMiles, R E and Snow, C C (1984) Fit, failure and the hall of fame, CaliforniaManagement Review, 26 (3), pp 10–28Miller, D (2002) Successful change leaders: What makes them? What dothey do that is different? Journal of Change Management, 2 (4), pp 359–68Modlin, H and Faris, M (1956), Group adaptation and interaction onpsychiatric team practice, Psychiatry, 19, pp 97–103Mohrman, S A, Cohen, S G and Morhman, A M (1995) Designing Team-BasedOrganizations: New forms for knowledge work, Jossey-Bass, San FranciscoMolenaar, K, Brown, H, Caile, S and Smith, R (2002) Corporate culture,Professional Safety, Park Ridge, JulMorgan, B B, Glickman, A S, Woodward, E A, Blaiwes, A S and Salas, E(1986) Measurement of Team Behaviors in a Navy Environment (Tech. Repno 86–014), p 3, Naval Training Systems Center, Orlando, FLMorgan, B and Salas, E (1993) An analysis of team evolution and maturation,Journal of General Psychology, 120 (3), p 277Morgan, G (1986) Images of Organization, Sage, Thousand Oaks, CAMumford, E and Beekman, G (1994), Tools for Change and Progress, CSG,LeidenNadler, D A and Tushman, M L (1997) (ed M B Nadler) Competing by Design:The power of organizational architecture, Oxford University Press, New YorkNevis, E (1998) Organizational Consulting: A Gestalt approach, GestaltInstitute of Cleveland Press, OhioNoer, D (1993) Healing the Wounds: Overcoming the trauma of layoffs and revitalizingdownsized organizations, Jossey-Bass, San Francisco, CAObholzer, A and Roberts, V (eds) (1994) The Unconscious at Work,Routledge, LondonO’Neill, M (2000) Executive Coaching with Backbone and Heart, Jossey-Bass,San Francisco, CAOwen, H (1997) Open Space Technology: A user’s guide, Berrett-Koehler, SanFranciscoPascale, R (1990) Managing on the Edge, Penguin, London359
ReferencesPavlov, I P (trans 1928) Lectures on Conditioned Reflexes, International,New YorkPerls, F (1976) The Gestalt Approach and Eyewitness to Therapy, Bantam,New YorkPerls, F, Hefferline, R and Goodman, P (1951) Gestalt Therapy, Dell, New YorkPfeifer, T and Schmitt, R (2005) Managing change: quality-oriented designof strategic change processes, The TQM Magazine 17 (4) pp 297Pfeiffer, J (1992) Managing with Power: Politics and influence in organizations,Harvard Business School Press, Boston, MAPorter, L and Tanner, S (1998) Assessing Business Excellence, ButterworthHeinemann, OxfordProsci Benchmarking Report (2007) Best Practices in Change Management,www.prosci.comPugh, D S (ed) (1990) Organization Theory, Penguin, LondonQuinn, J (1980) Strategies for Change: Logical incrementalism, Irwin, New YorkRoberto, M and Levesque, L, (2005) The art of making change initiativesstick, Sloan Management Review, SummerRogers, C (1967) On Becoming a Person, Constable, LondonRokeach, M (1968) Benefits, Attitudes and Values, Jossey-Bass, San FranciscoRowan, J (1983) The Reality Game, Routledge and Kegan Paul, LondonRoyce, W (1998) Software Project Management, Addison Wesley, Reading, MASt John of the Cross (2003) Dark Night of the Soul, Riverhead Books, New YorkSatir, V, Banmen, J, Gerber, J and Gomori, M (1991) The Satir Model: Familytherapy and beyond, Science and Behavior Books, CaliforniaSauer, C and Yetton, P W (1997) Steps to the Future: Fresh thinking on the managementof IT-based organizational transformation, Jossey-Bass, San Francisco, CAScharmer, O (2000) Presencing: Using self as gate for the coming-into-presenceof the future, paper for conference on knowledge and innovation, May25–6, Helsinki, FinlandScharmer, O (2007) Theory U: leading from the future as it emerges, Society forOrganizational LearningSchein, E (1988) Process Consultation, 2nd edn, Prentice Hall, LondonSchein, E (1990) Organisational culture, American Psychologist, 45 (2)Schein, E (1992) Organizational Culture and Leadership, 2nd edn, Jossey-Bass,San FranciscoSchein, E (1999) Corporate Culture Survival Guide, Jossey-Bass, San Francisco,CA360
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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
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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
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
Page 370 and 371: ReferencesGoleman, D (2000) Leaders
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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