Learning to Change : A Guide for Organization Change Agents

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  • Format: Hardcover
  • Copyright: 2002-10-04
  • Publisher: Sage Publications, Inc
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  • The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
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"A good balance between theory and practice . . . it definitely fills a void in the [lack of] texts in the area and the change literature in general . . . a good fit for my graduate class on 'Managing Organizational Change.'" -Anthony F. Buono, McCallum Graduate School of Business, Bentley College "Like Gareth Morgan's Images of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly." -Andrea Markowitz, Ph.D., President, OB&D, Inc. Learning to Change: A Guide for Organizational Change Agents provides a comprehensive overview of organizational change theories and practices developed by both U.S. and European change theorists. The authors compare and contrast five fundamentally different ways of thinking about change: yellow print thinking, blue print thinking, red print thinking, green print thinking and white print thinking. They also discuss in detail the steps change agents take, such as diagnosis, change strategy, the intervention plan, and interventions. In addition, they explore the attributes of a successful change agent and provide advice for career and professional development. The book includes case studies that describe multiple approaches to organizational change issues. This book will appeal to both the practitioner and academic audiences. It can be used as a text in graduate courses in change management and will also be a useful reference for consultants and managers. Features: Discusses the abilities, attitudes, and styles of successful change agents Describes five fundamentally different ways of thinking about change Presents a state-of-the-art overview of change management insights, methods, and instruments Summarizes an extensive amount of organizational change literature Supplies readers with useful insights and courses of action that will allow them to design and implement change professionallyLearning to Change became a bestseller upon its initial publication in the Netherlands. The color-model on change is very popular among thousands of managers and change consultants and presents a new approach to change processes and a new language for change.

Table of Contents

Why Change is so Complicated
On Loosely Coupled Systems
On Managing and Being Managed
On Chaos Thinking
Sociopolitical Mechanisms
Four Irrational Families of Theries Full Irrationalities
Thinking About Change in Five different Colors
Change Strategies and Approaches
Five Meanings of the Word Change
Five Ways of Thinking About Change in More Detail
Ideals and Pitfalls
New Colors and 'Super Páradigm'
Working With Colors: The Joseph and Johanna Case
The Main Elements of Planning Change
Elements of the Method
The Preceding Change Idea and the Actual Outcome
History: Driving Factors Behind the Change Idea
The Change Phases
Communication and Sense Making
Playing With the Elements: A Case Illustration
From Idea to Outcomes
Change Strategy
Intervention Plan
Case "Organization X"
Examples of Diagnostic Models
The Eisenhower Principle, Curriculum Vitae, Time Sheets
Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme
Balanced Scorecard, Portfolio Analysis, Activity-Based Costing
Competition Structure, Environment Analysis, Experience Curves
Core Qualities, I/R Professionals, Competencies
Team Roles, Conditions for Team Success, Roles of the Staff Units
Culture Types, Organization Configurations, The Organizational Iceberg
Network Organization, Public Private Cooperation, Industrial Ecology
Biographical Fit, Power Sources, Levels of Learning
Optimal Conflict Level, Learning Curve, Process/Result Orientation
The Clock, the Passage of Resistance, Two Change Forces
Force-field Analysis, Mega-trends, National Cultures
In Conclusion to This Chapter
Examples of Intervention

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