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

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ReferencesSchein, E and Bennis, W (1965) Personal and Organizational Change throughGroup Methods, Wiley, New YorkSchutz, W (1982) Elements of Encounter, Irvington Publishers, New YorkScott Peck, M (1990) The Different Drum: Community-making and peace, Arrow,LondonSelden, L and Colvin, G (2003) M&A needn’t be a loser’s game, HarvardBusiness Review (Jun), pp 70–79Senge, P (1993) The Fifth Discipline, Century Business, LondonSenge, P, Keliner, A, Roberts, C, Ross, R, Roth, G and Smith, B (1999) TheDance of Change, Nicholas Brealey, LondonSenge, P, Scharmer, O, Jaworski, J and Flowers, B S (2005) Presence:Exploring profound change in people, organizations and society, NicholasBrealey, LondonShaw, P (2002) Changing Conversations in Organizations, Routledge, LondonShein E (1969) Process Consultation: Its role in organization development,Addison Wesley Publishing Company, Reading, MASirken, H L, Keenan, P and Jackson, A (2005) The hard side of changemanagement, Harvard Business Review, OctSkinner, B F (1953) Science and Human Behaviour, Macmillan, LondonStacey, R (1993) Strategic Management and Organisational Dynamics, Pitman,LondonStacey, R D (2001) Complex Responsive Processes in Organizations: Learningand knowledge creation, Routledge, LondonSundstrom, E, de Meuse, K P and Futrell, D (1990) Work teams: applicationsand effectiveness, American Psychologist, 45, pp 120–33Thompson, J (2001) Strategic Management, Thomson, LondonTodnem, R (2007) Ready or not, Journal of Change Management, 7 (1) 3–11 MarTownsend, A M, DeMarie, S M and Hendrickson, A R (1998) Virtualteams: technology and the workplace of the future, Academy ofManagement Executive, 12, pp 17–29Trompenaars, F and Hampden-Turner, C (1997) Riding the Waves of Culture:Understanding cultural diversity in business, Nicholas Brealey, LondonTuckman, B (1965) Development sequences in small groups, PsychologicalBulletin, 63, pp 384–99Turquet, P M (1974) Leadership: the individual and the group, in GroupRelations Reader 2, ed A D Colman and M H Geller, pp 71–87, A K RiceInstitute, Washington, DC361
ReferencesWasmer, D and Bruner II, G (1991) Using organizational culture to designinternal marketing strategies, Journal of Services Marketing, 5 (1) (Winter)Weinberg, G (1997) Quality Software Management: Volume 4, AnticipatingChange, Dorset House, New YorkWeisbord, M and Janoff, S. (2000) Future Search, Berrett-Koehler, LondonWheatley, M (1999) Leadership and the New Science, Berrett Koehler, SanFranciscoWheatley, M and Kellner-Rogers, M (1999) What do we measure andwhy? Questions about the uses of measurement, Journal for StrategicPerformance Measurement, JunWhelan-Berry, K and Gordon, J (2000) Effective organizational change: newinsights from multi-level analysis of the organizational change process,Academy of Management Proceedings, p 1Whittaker, J (1970) Models of group development: implications for socialgroup work practice, Social Science Review, 44 (3)Wind, J Y and Main, J (1998) Driving Change, Kogan Page, London362
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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
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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
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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
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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
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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 372 and 373: ReferencesMaslow, A (1970) Motivati
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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