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

Indexproject sponsor 70project team 70Prosci Benchmarking Report 334punishments 21rational analysis 313‘rebranding’ 257–58case study 268–75redundancy 209–14reflection 352reflector 17, 18, 19reinforcement strategies 22–23financial 22non-financial 22–23reframing 30restructuring 187–221communication 205–07consultation 208critical success factors 194–95design options 195–96generic approach 193learning from previous projects201–02mergers/acquisitions 249–50monitoring/review 209process 190–209project planning/implementation203–04, 207reasons for 189–90redundancy 209–14risk assessment 196–97, 200supporting mechanisms207–08rewards 21Roffey Park Management Institutecultural issues 235–36, 238mergers 231, 253–54Rogers, Carl 44–46Santa Fe Institute 312–13, 316Satir, Virginia 36–38, 36, 213, 259Scharmer, O 328, 329Schein, Edgar 14, 53, 55–60, 61,243, 256self-actualization 42, 43–44self-awareness 163, 164–65,175–76, 179self-management 163, 165Senge, P 128–32, 250, 314, 329dispersed leadership 153–56systemic model of change128–32, 136sensing 51Shaw, Patricia 132–33, 136, 316,322, 323Skinner, B F 20social awareness 164social skills 164socio-technical design process298–300, 300sponsor 156–57Stacey, Ralph 82–83, 132–33, 136,318–19, 321stakeholders 259–60storming 80–81storytelling 321–22strategic change process 182, 183,184, 205characteristics 185–86strategy 5, 181IT and 284–87restructuring and 190, 193–94 ,195–96synergy 224–25Tavistock Institute of HumanRelations 299369