making-sense-of-change-management

Indexoutcomes 5outer leadership 165, 166,167–68, 179paradoxes 4peripheral vision 351–52perseverance 169–70, 179presence 329principle-centred 174–77project planning/implementation 203–04roles 144, 153–66, 343–45, 344,349self-knowledge 173–74styles 142, 159–66, 261transformational 147, 178visionary 142–47, 145learning 14–19cycle 17–18, 17definition 14, 17–18dip 15learning organization 314Lego 4Leschly, Jan 234Lewin, Kurt 55, 56, 110–13forcefield analysis 57, 110three step model of change 55,110–13, 135, 191Lipman-Blumen, Jean 149–51,178Luther-King, Martin 146, 148, 180machine metaphor 99, 100–01,106, 134, 190–91, 192, 140, 153,347managers 144, 248–49as role models 261IT 287–91Mandl, Alex 229Marconi 225Maslow, A 42–44McCaulley, Mary 87–88McKinsey seven ‘S’ model 122McGregor, Douglas 23–24Mead, Margaret 148measurement 346mergers/acquisitions 126, 222–54,332conglomerate 224cultural issues 234–38customers and 239–40defensive 226five waves of 223golden rules 253horizontal 224, 225–26impact on individuals 242–44,245impact on organizations250–52impact on productivity 232impact on teams 244–47, 247lessons from research 228–242organizational structures and233public sector 229purpose of 223–28reasons for 227–28, 253restructuring and 249–50seven deadly sins 240trust 252vertical 224, 226MIT Dialogue Project 322model 2Morgan, Gareth 98, 99, 101–02,104, 105, 107, 134motivation 23–24Myers, Isabel 51367