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

Indexprinciples 315tools to support 321–27complexity metaphor 310Conner, Daryl 156Covey, Steve 174–77, 179habit of leaders 176–77cultural change 185, 234–38,255–80case studies 262–68,268–75,guidelines for 259–61culture 255–57, 266–67information 303–05customer care 263–64cycle of change 116Dent, Eric 313–14, 330detachment 30dialogue 322–23diversification 225Ellis, Albert 26emotional intelligence 50, 159,165–66, 179Enron 229Erikson, Erik 174, 175Evans, Paul 3–4extraversion 51Fayol, Henri 100feedback 346feedback loops 209, 321feelings 27mergers/acquisitions 249redundancy 211–12flux and transformation metaphor99, 104–07, 107, 134, 141, 153,310, 348–49forming 78four-stage team alignment model215, 220framework 2freezing 56, 111, 191Freud, Sigmund 42future search 325Gandhi, Mahatma 148Gardener, Howard 147–48Gaughan, P A 223–24General Electric (GE) 225Pathfinder Model foracquisitions 241Gestalt perspective 16, 47–50cycle 48, 49–50globalization 1, 71goals, setting 27–28, 74Goleman, Daniel 50, 159–60, 162,163–64, 179, 261Grinder, John 28groups 63–65definition 63difference to teams 64Harris, R T 116–19change formula 116–19, 135,192–93Heifetz, R 149, 178Herzberg, Frederick 24Heraclitus 13homeostasis 111, 112, 121, 128hygiene factors 24implementer 157–58incompetenceconscious 16–17, 17unconscious 16–17, 17365