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 OFCHANGEMANAGEMENTA com
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‘This book is a great resource fo
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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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Making sense of change managementne
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Making sense of change managementop
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Making sense of change management
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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 45 and 46: The underpinning theoryTHE PSYCHODY
Page 47 and 48: The underpinning theorykicks in. Ho
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Page 51 and 52: The underpinning theorycomplacency
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Page 61 and 62: The underpinning theoryActionMobili
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Page 93 and 94: The underpinning theoryIf we were t
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Page 103 and 104: The underpinning theoryTable 2.6Bel
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Page 113 and 114: The underpinning theoryMACHINE META
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The underpinning theoryare going. W
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The underpinning theoryInformalorga
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The underpinning theory• Power pr
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The underpinning theoryEndingBefore
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The underpinning theoryOur viewThis
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The underpinning theorySTOP AND THI
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The underpinning theory• ‘We do
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The underpinning theorySTOP AND THI
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The underpinning theorySUMMARY AND
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The underpinning theoryTable 3.3con
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4Leading changeINTRODUCTIONIn this
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The underpinning theoryPolitical Ch
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The underpinning theoryTable 4.1 is
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The underpinning theoryTable 4.2Man
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The underpinning theoryWhat I had n
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The underpinning theorybehaviours w
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The underpinning theoryleaders will
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152Table 4.320th century organizati
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The underpinning theorya new crisis
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The underpinning theoryThe intercon
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The underpinning theoryImplementers
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The underpinning theoryGoleman link
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162Table 4.5Our summary of Goleman
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The underpinning theorySocial aware
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The underpinning theoryever-escalat
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The underpinning theory6. Noticing
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The underpinning theoryand it is of
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The underpinning theoryneeds to be
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The underpinning theorythey want to
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The underpinning theoryEIGHT CHARAC
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The underpinning theorySUMMARY AND
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The underpinning theoryto live outs
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The applicationsWe look at what dif
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The applicationsstakeholdersidentif
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The applicationsmean that everythin
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The applicationsRestructuring as a
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The applications• internal market
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The applicationsHowever, our experi
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The applicationsto address a specif
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The applicationsdiscuss in depth th
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198Table 5.1Advantages and limitati
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The applicationsThe task for the ma
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The applicationsObjectivesLack of f
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The applicationswill always get it
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The applications• Where do you go
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The applicationsContinued communica
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The applicationsNoer’s research i
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The applicationsLevel onegetting th
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The applicationsKey lessons that No
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216Table 5.4Addressing team change
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218Table 5.4ContinuedNormingPerform
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The applicationsFour-stage team ali
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6Mergers and acquisitionsThis chapt
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The applicationsIt is important to
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The applicationswith or acquire a c
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The applicationsTable 6.1ContinuedR
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The applicationsCASE STUDY OF SUCCE
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The applicationsout for those who m
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The applicationsin the ideal positi
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The applications• there is obviou
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The applicationsCultural dimensions
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The applicationsHOW TO KEEP CUSTOME
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The applicationsUSE A CLEAR PHASED
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The applicationsThe behavioural mod
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The applicationsManaging the transi
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The applicationsManaging yourselfMa
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The applications• Stick to compan
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The applications8. Institutionalize
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The applications• Actively manage
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The applicationscope with its probl
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The applicationsabout reflecting th
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The applicationsnew way of doing th
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The applicationsCASE STUDY ONE: ALI
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The applicationsContinually increas
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The applicationsClearer, bolder and
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The applicationsExtending the counc
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The applicationsCustomerOrganizatio
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The applicationsbehaviours and atti
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The applicationsdemonstrable listen
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The applicationsCase study descript
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The applicationsTHE SIX EMPLOYER BR
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The applications• The six values
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The applicationsSo what goes wrong
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The applicationsAt the last minute
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The applications‘Factory’ organ
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The applicationsSambamurthy and Zmu
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The applicationsWe offer the follow
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The applicationsTHE NEED FOR IT CHA
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The applicationsthe technical solut
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The applicationspeople will be affe
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The applicationsDevelop business vi
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The applications➡Initial scanning
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The applicationsplanning cycle time
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The applicationsWe bought the syste
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The applicationsbeen moments when c
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9Complex changeINTRODUCTIONSince th
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Emerging inquiriesUNDERSTANDING HOW
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Emerging inquiriesDent (1999) sees
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Emerging inquiriesPatricia Shaw (20
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Emerging inquiriesWhat are the forc
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Emerging inquiriesOnce the seeming
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Emerging inquiriesmoment, or carefu
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Emerging inquiriesdiscussions, that
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Emerging inquiriesWorld CaféWorld
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Emerging inquiriesWheatley urges le
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Emerging inquiriesSUMMARY AND CONCL
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Emerging inquiriesIn this chapter w
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Emerging inquiries54 per cent of pr
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Emerging inquiries• emotional ene
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Emerging inquiriesConclusionsWhat c
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Emerging inquiriesTable 10.2The art
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Emerging inquiriesTable 10.3Identif
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Emerging inquiries100%80%60%40%20%0
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Emerging inquiries1. people and sys
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Emerging inquiriesinfluencing skill
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Emerging inquiriesEvaluating change
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Making sense of change managementa
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ReferencesAdams, J, Hayes, J and Ho
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ReferencesCIPD [accessed 2003] Orga
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ReferencesJaworski, B and Kohli, A
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ReferencesPavlov, I P (trans 1928)
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ReferencesWasmer, D and Bruner II,
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Indexbusiness process re-engineerin
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Indexindividual change 12-61approac
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IndexMyers-Briggs Type Indicator TM
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IndexTaylor, Frederick 100team chan
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