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

IndexMyers-Briggs Type Indicator TM(MBTI TM ) 14, 51–52, 53, 217,219personality types 51–52teams and 86–87, 95Nadler, David 119–22congruence model 119–22, 120,136, 192National Audit Office 229, 232,242needshierarchy of 42–44, 43neuro-linguistic programming 28Nevis, E 49–50Noer, David 209–14four-level intervention model212norming 81O’ Neill, Mary Beth 156–59open space technology 323–25operant conditioning 20organisms metaphor 99, 103–04,106, 134, 142, 153, 348organizational behaviour 256, seealso cultureorganizational change 97–137complex change and 312–21impact of redundancy 210metaphors 97–109mergers/acquisitions 250–52models/approaches 109–33teams and 214–20see also restructuringorganizational culture 127, 250mergers/acquisitions 234–38organizational history 54, 55organizational metaphors 98–99combining 141flux and transformation 99,104–07, 107, 134, 141, 153,310, 348–49leadership and 139–40, 153organisms 99, 103–04, 106, 134,142, 153political systems 99, 101–02,106, 134, 140–41, 347–48organizational structuremergers/acquisitions and 233–34types 198–99see also restructuringorganizations 152Owen, Harrison 323–24, 327pattern breaking 30patterned talking 318Pavlov, Ivan 20PeopleSoft 295perceiving 51peripheral vision 351–52Perls, Fritz 47performing 82personality types 50–53, 61polarity thinking 320political systems metaphor 99,101–02, 106, 134, 140–41,347–48positive listings 29positive thinking 27pragmatist 17, 18, 19PROGRESS methodology forprocess improvement300–02, 301project management 113, 201–02project manager 70368