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

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