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

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Index(italics indicate figures or tables in the text)activist 17, 18, 19adjourning 82advocate 158affirmations 29anchoring 30–31Ashridge Management College65attitudes 26, 27Bandler, Richard 28Batten, D 113–14model of change 113–14,135Beck, Aaron 26behaviourism 19–25Belbin, Meredith 88–90, 95team roles 90, 217, 219belief system theory 26Bennis, Warren 142, 143–44,173–74, 178, 179Berkhard, R F 116–19change formula 116–19, 117,135, 192–93, 280Bion, W R 83–84, 95Boston Consulting Group 341branding 275–88, see alsorebrandingbrand personality 277brand wheel 277Bridges, William 123–26, 127, 247,250managing the transition123–26, 170–73Briggs, Katherine 51Bullock, R J 113–14model of change 113–14, 135363
Indexbusiness process re-engineering(BPR) 296–98, 307example 297risks 297typical approach 298Carnall, Colin 126–28, 127change management model126–28, 136changebehavioural approach 19–25,41, 59, 61, 244cognitive approach 25–31, 41,59, 61, 244complex 310–30critical points 39evaluating 345–50fears about 56–57Gestalt approach 47–50humanistic approach 40–50,41, 59, 61individual 5, 9, 12–61internal world 13IT-based process 281–303leading 5, 138–86, 343–45learning and 14–19management interventions 60,331–50organizational 5, 97–137outside world 13personality and 50–53preparing for 338–42psychodynamic approach32–40, 41, 59, 61, 244research 332–34resistance to 57–58, 121responses to 54–60risks 200success factors 334–37team 5, 62–96techniques for 29–31see also strategic change processchange agent 44, 58, 158, 340IT 292–96change curve 35Change Management LearningCentre 334Change Tracking 335–36Chartered Institute of Personneland Development (CIPD)188–89, 192classical conditioning 20coaching 160, 275Collins, Tim 145–46communication 205–07, 338‘choice points’ 323complex adaptive systems and319mergers/acquisitions and 230–32competenceconscious 16–17, 17unconscious 16–17, 17complex adaptive systems312–21, 330attractors 317–18, 318characteristics 312–13management of paradox319–20polarities 319–20power relations 318–19rules of interaction 316–17self-organization 315–16complex change 310–30leadership and 327–28organizational change and312–21364
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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
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Complex change• when is change co
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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
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Page 344 and 345: 10The right way to managechange?INT
Page 346 and 347: Miller (2002) summarized the findin
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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 374 and 375: ReferencesSchein, E and Bennis, W (
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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