Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change, 2nd Edition

Copyright
......Page 7
Table of contents
......Page 8
Acknowledgements......Page 11
Introduction......Page 14
WHO THIS BOOK IS AIMED AT......Page 15
WHY EXPLORE DIFFERENT APPROACHES TO CHANGE?......Page 16
OVERVIEW OF STRUCTURE......Page 20
MESSAGE TO READERS......Page 21
Part One The underpinning theory......Page 22
INTRODUCTION......Page 25
LEARNING AND THE PROCESS OF CHANGE......Page 27
THE BEHAVIOURAL APPROACH TO CHANGE......Page 32
THE COGNITIVE APPROACH TO CHANGE......Page 38
THE PSYCHODYNAMIC APPROACH TO CHANGE......Page 45
THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE......Page 53
PERSONALITY AND CHANGE......Page 63
MANAGING CHANGE IN SELF AND OTHERS......Page 66
SUMMARY AND CONCLUSIONS......Page 73
INTRODUCTION......Page 75
WHAT IS A GROUP AND WHEN IS IT A TEAM?......Page 76
WHY WE NEED TEAMS......Page 78
THE TYPES OF ORGANIZATIONAL TEAMS......Page 79
HOW TO IMPROVE TEAM EFFECTIVENESS......Page 87
WHAT TEAM CHANGE LOOKS LIKE......Page 91
THE LEADERSHIP ISSUES IN TEAM CHANGE......Page 95
HOW INDIVIDUALS AFFECT TEAM DYNAMICS......Page 99
HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE......Page 104
SUMMARY AND CONCLUSIONS......Page 108
3 Organizational change......Page 110
HOW ORGANIZATIONS REALLY WORK......Page 111
MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE......Page 122
SUMMARY AND CONCLUSIONS......Page 147
INTRODUCTION......Page 151
VISIONARY LEADERSHIP......Page 155
ROLES THAT LEADERS PLAY......Page 166
LEADERSHIP STYLES AND SKILLS......Page 172
DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE......Page 179
THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES......Page 186
SUMMARY AND CONCLUSIONS......Page 191
Part Two The applications......Page 194
5 Restructuring......Page 200
REASONS FOR RESTRUCTURING......Page 202
THE RESTRUCTURING PROCESS......Page 203
RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY......Page 222
ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE......Page 227
CONCLUSION......Page 234
6 Mergers and acquisitions......Page 235
THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY......Page 236
LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS......Page 241
APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS......Page 255
SUMMARY......Page 266
7 Cultural change......Page 268
GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE......Page 272
CASE STUDY ONE: ALIGNING THE ORGANIZATION......Page 275
CASE STUDY TWO: REBRANDING THE ORGANIZATION......Page 281
CASE STUDY THREE: CREATING AN EMPLOYER BRAND......Page 288
8 IT-based process change......Page 294
STRATEGY AND IT......Page 297
THE ROLE OF IT MANAGEMENT......Page 300
THE NEED FOR IT CHANGE MANAGERS......Page 305
ACHIEVING PROCESS CHANGE......Page 309
CHANGING THE INFORMATION CULTURE......Page 316
NEW RULES FOR A NEW AGE......Page 318
SUMMARY AND CONCLUSIONS......Page 319
Part Three Emerging inquiries......Page 322
INTRODUCTION......Page 323
WHEN IS CHANGE COMPLEX?......Page 324
UNDERSTANDING HOW COMPLEXITY SCIENCE APPLIES TO ORGANIZATIONAL CHANGE......Page 325
TOOLS THAT SUPPORT COMPLEX CHANGE......Page 334
THE ROLE OF LEADERS IN COMPLEX CHANGE......Page 340
SUMMARY AND CONCLUSIONS......Page 343
INTRODUCTION......Page 344
WHAT THE RESEARCH SAYS......Page 345
DIFFERENT APPROACHES TO GETTING READY FOR CHANGE......Page 351
LEADING CHANGE......Page 356
HOW DO YOU KNOW WHETHER CHANGE IS WORKING?......Page 358
SUMMARY AND CONCLUSIONS......Page 362
THE IMPORTANCE OF PERIPHERAL VISION......Page 364
FINDING THE SPACE TO REFLECT......Page 365
HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK......Page 366
References......Page 367
Index......Page 376