Making Sense of Change Management 4th Ed.

A Complete Guide to the Models, Tools and Techniques of Organizational Change

Esther Cameron, Mike Green

Publisher: Kogan Page, 2015, 450 pages

ISBN: 978-0-7494-7258-0

Keywords: Change Management

Last modified: Feb. 27, 2018, 6:48 p.m.

The world we live in continues to change at an intense rate. In order to succeed over the next few years organizations must adapt to tough market conditions by changing their strategies, their structures, their boundaries, their mindsets, their leadership behaviours and of course their expectations of the people who work within them.

Essential reading for anyone around the globe who is currently part of, or leading, a change initiative, Making Sense of Change Management is the definitive text in the field of change management, with over 30,000 sales to date. Aimed at students and professionals alike, it provides comprehensive coverage of the models, tools and techniques of successful change management with a focus on individual, team and organizational change to help you apply each concept to unique situations. Now with a new chapter exploring the future of project management as a tool for creating sustainable change it also contains a completely revised and updated chapter on culture change that takes into account emerging thinking and practice.

    • Introduction
      • 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, qualities and skills
      • Different leadership for different phases of change
      • The importance of self-knowledge and inner resources
      • Summary and conclusions
    5. The change agent
      • Introduction
      • Models of change agency
      • The consulting process
      • Change agent tools and frameworks
      • Competencies of the change agent
      • Deeper aspects of being a change agent
      • Summary and conclusions
  • Part Two: The Applications
      • Strategic change process
      • Overview of structure
    1. Restructuring
      • Reasons for restructuring
      • The restructuring process
      • Restructuring from an individual change perspective: the special case of redundancy
      • Enabling teams to address organizational change
      • Conclusion
    2. 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
    3. Culture and change
      • Introduction
      • Perspectives on culture
      • How do we get a specific culture in the first place?
      • Values — the key to understanding culture
      • Facilitating culture change
      • Shifting sands of culture
      • Summary of key principles of cultural change
    4. Project- and Programme-led change
      • Introduction
      • Understanding projects and programmes
      • Project success rates
      • Shortcomings of project management approaches
      • Balancing flexibility with control
      • Improving the governance and organizational leadership of projects
      • Conclusion
  • Part Three: Emerging Inquiries
    1. 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
    2. Leading change in uncertain times
      • Introduction
      • The impact of uncertainty on our working lives
      • Decision making in an uncertain world
      • Skills and tools to support leading change through uncertainty
      • Summary and conclusions
    • Conclusion
      • How to get in touch with the authors of this book