Synopses & Reviews
Written for students and professionals alike, Making Sense of Change Management is a classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader apply the right approach to each unique situation. This updated edition includes new chapters on recent and emerging research in the area of change management and guidance on how to manage complex change.
"An ideal text for academics, professionals, and anyone in search of an introduction to change management." - T+D
"[A]n excellent compendium of change theory, practice and advice... [A] great tool to help create your own change process using the leading tools, techniques and theories." -Quality World
Written for students and professionals alike, Making Sense of Change Management is a classic text in the field of change management. This updated edition includes new chapters on recent and emerging research in the field as well as guidance on how to manage complex change.
About the Author
Esther Cameron is the Director of Cameron Change Consultancy and has designed and implemented organizational change interventions for companies such as Ford, Hewlett Packard and Lucent Technologies. She also lectures at Bristol University in the UK.
Mike Green is Director of Transitional Space Ltd and has been helping
individuals, teams and organisations manage change for over twenty years. He
is the author of Change Management Masterclass, and co-author of the
top-selling book Making Sense of Change Management and making Sense of
Leadership (all published by Kogan Page). Underpinned by extensive research
and based on practical organisational experience they are all guides to the
models, tools and techniques of individual, team and organisational change.
He has also written practitioner guides for middle managers (Emerging
Leadership) and top teams (Inside Top Teams). Mike is an accredited
Executive Coach, and also tutors on one of the world's prestigious MBAs at
Henley Business School. As Visiting Executive Fellow he tutors in Leadership
and Change, People and Performance and Personal Development.
Table of Contents
Who this book is aimed at; The basic content of the book; Why explore different approaches to change; Overview of structure; Message to readers
PART ONE: THE UNDERPINNING THEORY
1 Individual change
Introduction; Learning and the process of change; The behavioural approach to change; The cognitive approach to change; The psychodynamic approach to change; The humanistic psychology approach to change; Personality and change; Managing change in self and others; Summary and conclusions
2 Team change
Introduction; What is a group and when is it a team?; Why we need teams; The types of organizational teams; How to improve team effectiveness; What team change looks like; The leadership issues in team change; How individuals affect team dynamics; How well teams initiate and adapt to organizational change; Summary and conclusions
3 Organizational change
How organizations really work; Models of and approaches to organizational change; Summary and conclusions
4 Leading change
Introduction; Visionary leadership; Roles that leaders play; Leadership styles and skills; Different leadership for different phases of change; The importance of self-knowledge and inner resources; Summary and conclusions
PART TWO: THE APPLICATIONS
Introduction: strategic change options; Strategic change process; Overview of structure
Reasons for restructuring; The restructuring process; Restructuring from an individual change perspective: the special case of redundancy; Enabling teams to address organizational change; Conclusion
6 Mergers and acquisitions
The purpose of merger and acquisition activity; Lessons from research into successful and unsuccessful mergers and acquisitions; Applying the change theory: guidelines for leaders; Summary
7 Cultural change
Guidelines for achieving successful cultural change; Case study one: aligning the organization; Case study two: rebranding the organization; Case study three: creating an employer brand
8 IT-based process change
Strategy and IT; The role of IT management; The need for IT change managers; Achieving process change; Changing the information culture; New rules for a new age; Summary and conclusions
9 Complex change
Introduction; When is change complex?; Understanding how complexity science applies to organizational change; Tools that support complex change; The role of leaders in complex change; Summary and conclusions
10 The right way to manage change?
Introduction; What the research says; Different approaches to getting ready for change; Leading change; How do you know whether change is working?; Summary and conclusions
The importance of peripheral vision; Finding the space to reflect; How to get in touch with the authors of this book