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

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Team changeTable 2.2Types of teamTeam Group Work Parallel ProjectContinuity Variable Stable Stable or Focused onone-off project projectachievementLifespan Variable Unlimited Variable Time limitedOrganizational Can be part Part of Outside of Separatelinks of the formal management normal managementand/or structure management structureinformalstructureorganizationLed by Dependent One manager Normally Projecton nature or supervisor coordinated managerand purposeor facilitatedof groupLocation Variable Co-located Converge for Co-located,meetings dispersed,virtualPurpose Variable Business as Maintenance Change orusual function or developmentpart ofchangeinfrastructureAuthority Dependent Through the Depends Via projecton nature line manager andand purposeprojectof groupsponsorFocus Communication Task Communication Task67
The underpinning theoryTable 2.2continuedTeam Matrix Virtual Network Management ChangeContinuity Stable as a Potential Potential Stable Fluidstructure fluid fluidbut fluidby projectLifespan Unlimited Variable Variable Unlimited VariableOrgani- Part of Can be More Part of Variablezational management part of the distributed managementlinks structure management across the structureDual structure organizationaccountabilityLed by Project One Potentially One manager Sponsor ormanager and manager or distributed changefunctional supervisor leadership or managerheadcoordinationLocation Co-located, Dispersed Dispersed Often Co-located,dispersed, co-located dispersed,virtualvirtualPurpose Project BAU or Change or Business as Change andachievement Project development usual developmentChange anddevelopmentAuthority Dual Through the Depends Through the Via projectaccountability line or line manager andprojectprojectmanagersponsorFocus Task Task Communi- Task and Task andcation communi- communicationcationWork teamWork teams or work groups are typically the type of team that mostpeople within organizations will think of when we talk about teams. Theyare usually part of the normal hierarchical structure of an organization.This means that one person manages a group of individuals. That person68
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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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Page 31 and 32: The underpinning theorybehaviour’
Page 33 and 34: The underpinning theoryway they beh
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Page 45 and 46: The underpinning theoryTHE PSYCHODY
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Page 52 and 53: Individual changeOld status quoFore
Page 54 and 55: Individual changeTable 1.4The psych
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Page 62 and 63: Individual changeAlthough your awar
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Page 70 and 71: Individual change• Fear of punish
Page 72 and 73: Individual changeTable 1.6Behaviour
Page 74 and 75: Individual change• There are four
Page 76 and 77: Team changedevelop strategies for m
Page 78 and 79: The team members work together on c
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Page 84 and 85: Team changeMatrix teamMatrix teams
Page 86 and 87: Team changeThe senior management te
Page 88 and 89: Team changeTeam rolesThe best way f
Page 90 and 91: Table 2.3Effective and ineffective
Page 92 and 93: Table 2.4Key attributes in the stag
Page 94 and 95: Team change• How can we achieve o
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Page 98 and 99: Team changeleader to encourage the
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Page 102 and 103: Team changeTable 2.5Complementarity
Page 104 and 105: STOP AND THINK!Q 2.8Q 2.9What team
Page 106 and 107: Table 2.7Teams going through change
Page 108 and 109: Team changeSUMMARY AND CONCLUSIONS
Page 110 and 111: 3Organizational changeThis chapter
Page 112 and 113: Organizational changeMorgan identif
Page 114 and 115: Organizational change• each indiv
Page 116 and 117: Organizations as organismsOrganizat
Page 118 and 119: This metaphor is the only one thatb
Page 120 and 121: Organizational changeTable 3.1conti
Page 122 and 123: MODELS OF AND APPROACHES TOORGANIZA
Page 124 and 125: Organizational changedefining the c
Page 126 and 127: Organizational changegroups of peop
Page 128 and 129: 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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Complex change• the system is non
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There are some important principles
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Complex changethis thinking to larg
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Complex changeemerges, that is, the
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Complex changeFeedbackOne of the ch
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Complex changethese ideas and pract
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Complex changeare not really what m
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Complex changeThe final stage invol
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on ordinary conversation that sits
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10The right way to managechange?INT
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Miller (2002) summarized the findin
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in the change and also their line m
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The right way to manage change?Unde
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The right way to manage change?100
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The right way to manage change?Ther
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LEADING CHANGEThe right way to mana
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The right way to manage change?•
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The right way to manage change?appr
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create the right conditions for cha
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ConclusionSo what did we set out to
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HOW TO GET IN TOUCH WITH THE AUTHOR
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ReferencesBell, B and Kozlowski, S
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ReferencesGoleman, D (2000) Leaders
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ReferencesMaslow, A (1970) Motivati
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ReferencesSchein, E and Bennis, W (
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Index(italics indicate figures or t
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Indexprinciples 315tools to support
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Indexoutcomes 5outer leadership 165
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Indexproject sponsor 70project team
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www.koganpage.comOne website.A thou
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