Managing Organizational Change: A Multiple Perspectives Approach

by Palmer, Ian; Dunford, Richard; Akin, Gib

• ISBN13: 9780073404998
• ISBN10: 0073404993
• Edition: 2nd
• Format: Paperback
• Copyright: 2008-03-31
• Publisher: MCG

Summary

Managing Organizational Change: A Multiple Perspectives Approach, 2/e by Palmer, Dunford and Akin, provides managers with an awareness of the issues involved in managing change, moving them beyond "one-best way" approaches and providing them with access to multiple perspectives that they can draw upon in order to enhance their success in producing organizational change. These multiple perspectives provide a theme for the text as well as a framework for the way each chapter outlines different options open to managers in helping them to identify, in a reflective way, the actions and choices open to them. Book jacket.

Table of Contents

Preface	p. xi
Introduction: Stories of Change	p. 1
Stories of Change	p. 2
A Hewlett-Packard Change Story: Managing a Merger	p. 2
An IBM Change Story: Transformational Change from Below and Above	p. 3
A Kodak Change Story: Provoking Reactions	p. 5
A McDonald's Change Story: Responding to Pressure	p. 6
Drawing out the Change Issues and Where They Are Found in the Chapters That Follow	p. 8
Images of Managing Change...Chapter Two	p. 8
Why Organizations Change...Chapter Three	p. 10
What Changes in Organizations... Chapter Four	p. 11
Diagnosis for Change...Chapter Five	p. 11
Resistance to Change...Chapter Six	p. 11
Implementing Change...Chapters Seven and Eight	p. 12
Linking Vision and Change... Chapter Nine	p. 12
Strategies and Skills for Communicating Change...Chapters Ten and Eleven	p. 13
Consolidating Change...Chapter Twelve	p. 13
Bringing It All Together: A Roadmap of the Book	p. 14
A Note on Chapter Formats	p. 16
Conclusion	p. 16
Bibliography	p. 17
Notes	p. 20
Images of Managing Change	p. 23
Images of Managing Change: Where They Come From	p. 24
Images of Managing	p. 24
Images of Change Outcomes	p. 25
Six Images of Managing Change	p. 26
Change Manager as Director	p. 27
Change Manager as Navigator	p. 27
Change Manager as Caretaker	p. 28
Change Manager as Coach	p. 30
Change Manager as Interpreter	p. 31
Change Manager as Nurturer	p. 32
Using the Six-Images Framework	p. 34
Three Key Uses of the Six-Images Framework	p. 35
Conclusion	p. 38
Supplemental Reading	p. 39
Case Study: Green Mountain Resort (Dis)solves the Turnover Problem	p. 40
Bibliography	p. 42
Notes	p. 46
Why Organizations Change	p. 49
Environmental Pressures for Change	p. 50
Fashion Pressures	p. 52
Mandated Pressures	p. 53
Geopolitical Pressures	p. 55
Market Decline Pressures	p. 56
Hypercompetition Pressures	p. 57
Reputation and Credibility Pressures	p. 59
Why Organizations May Not Change in the Face of External Environmental Pressures	p. 60
Organizational Learning versus Threat-Rigidity	p. 61
Environment as Objective Entity versus Environment as Cognitive Construction	p. 62
Forces for Change versus Forces for Stability	p. 63
Bridging (Adapting) versus Buffering (Shielding)	p. 63
Organizational Pressures for Change	p. 65
Growth Pressures	p. 65
Integration and Collaboration Pressures	p. 66
Identity Pressures	p. 67
New Broom Pressures	p. 67
Power and Political Pressures	p. 69
Conclusion	p. 70
Supplemental Reading	p. 71
Case Study: Chipping Away at Intel	p. 72
Bibliography	p. 74
Notes	p. 80
What Changes in Organizations	p. 85
Types of Changes	p. 86
Distinguishing between First-Order and Second-Order Changes	p. 86
First-Order, Adaptive Changes	p. 87
Second-Order, Transformational Change	p. 89
Beyond Either First-Order or Second-Order Change	p. 93
Rethinking Linear, Equilibrium Assumptions about Change	p. 96
Implications for Change Managers	p. 97
Types of Changes: Lessons from the Front Line	p. 99
Downsizing	p. 99
Technological Change	p. 101
Mergers and Acquisitions	p. 103
Revisiting Downsizing, Technological Change, and Mergers and Acquisitions: How Fast?	p. 106
Conclusion	p. 107
Supplemental Reading	p. 108
Case Study: Nestle	p. 109
Bibliography	p. 110
Notes	p. 115
Diagnosis for Change	p. 121
Models: Why Bother?	p. 122
Modeling Organizations	p. 123
The Six-Box Organizational Model	p. 123
The 7-S Framework	p. 124
The Star Model	p. 124
The Congruence Model	p. 126
The Burke-Litwin Model	p. 128
The Four-Frame Model	p. 128
Diagnosis by Image	p. 130
Component Analysis	p. 130
The PESTEL Framework	p. 130
Scenario Analysis	p. 131
Gap Analysis	p. 132
The Elements of Strategy	p. 132
The Strategic Inventory	p. 133
Newsflash Exercise	p. 135
Cultural Web	p. 135
Structural Dilemmas	p. 140
The Boundaryless Organization	p. 140
Diagnosing Readiness to Change	p. 141
Stakeholder Analysis	p. 146
Force-Field Analysis	p. 151
Conclusion	p. 152
Supplemental Reading	p. 152
Case Study: Boeing	p. 153
Bibliography	p. 155
Notes	p. 157
Resistance to Change	p. 159
Support for Change	p. 159
Signs of Resistance to Change	p. 161
Why Do People Resist Change?	p. 162
Dislike of Change	p. 162
Discomfort with Uncertainty	p. 163
Perceived Negative Effect on Interests	p. 163
Attachment to the Established Organizational Culture/Identity	p. 163
Perceived Breach of Psychological Contract	p. 165
Lack of Conviction That Change Is Needed	p. 165
Lack of Clarity as to What Is Expected	p. 165
Belief That the Specific Change Being Proposed Is Inappropriate	p. 165
Belief That the Timing Is Wrong	p. 166
Excessive Change	p. 166
Cumulative Effect of Other Changes in One's Life	p. 166
Perceived Clash with Ethics	p. 166
Reaction to the Experience of Previous Changes	p. 167
Disagreement with the Way the Change Is Being Managed	p. 168
Managers as Change Resistors	p. 169
Managing Resistance	p. 172
A "Situational" Approach	p. 172
The Resistance Cycle, aka "Let Nature Take Its Course"	p. 172
"Creative Counters" to Expressions of Resistance	p. 174
Thought Self-Leadership	p. 174
Tinkering, Kludging, and Pacing	p. 176
The "Power of Resistance"	p. 177
Conclusion	p. 181
Supplemental Reading	p. 182
Case Study: Problems at Perrier	p. 183
Bibliography	p. 184
Notes	p. 188
Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approaches	p. 191
Coach Image of Implementing Change: The Organization Development (OD), Appreciative Inquiry (AI), and Positive Organizational Scholarship (POS) Approaches	p. 192
Traditional OD Approach: Fundamental Values	p. 192
The OD Practitioner	p. 194
Criticisms of OD	p. 195
Current Relevance of OD's Traditional Values	p. 196
Are OD Values Universal?	p. 197
Engaging in Large-Scale Change	p. 198
Appreciative Inquiry: From Problem Solving to (Building on) What Works Well	p. 199
The Emergence of Positive Organizational Scholarship (POS)	p. 202
Interpreter Image of Implementing Change: Sense-Making Approaches	p. 204
Conclusion	p. 209
Supplemental Reading	p. 210
Case Study: Change at DuPont	p. 211
Bibliography	p. 213
Notes	p. 216
Implementing Change: Change Management, Contingency, and Processual Approaches	p. 219
Director Image of Managing Change: Change Management and Contingency Approaches	p. 220
Change Management Approaches	p. 220
Is Change Management Supplanting OD?	p. 224
OD-Change Management Debates	p. 227
Contingency Approaches	p. 229
Why Contingency Approaches Are Not Dominant	p. 232
Navigator Images of Managing Change: Processual Approaches	p. 233
What Does Managing Change Mean from a Processual Approach?	p. 234
Conclusion	p. 236
Supplemental Reading	p. 237
Case Study: The British Airways Swipe Card Debacle	p. 239
Bibliography	p. 241
Notes	p. 245
Linking Vision and Change	p. 249
Content of Meaningful Visions	p. 253
Vision Attributes	p. 253
Beyond Bumper Sticker Visions? Visions as Stories	p. 257
Relationship of Vision to Mission and Goals	p. 258
Relationship of Vision to Market Strategy	p. 258
How Context Affects Vision	p. 259
Processes by Which Visions Emerge	p. 260
Crafting the Vision	p. 260
Questions That Help to Develop a Vision	p. 261
Connecting the Vision to the Organization's Inner Voice	p. 265
When Visions Fail	p. 265
Adaptability of the Vision over Time	p. 266
Presence of Competing Visions	p. 268
Linking Vision to Change: Three Debates	p. 268
Does Vision Drive Change or Emerge during Change?	p. 269
Does Vision Help or Hinder Change?	p. 270
Is Vision an Attribute of Heroic Leaders or of Heroic Organizations?	p. 273
Conclusion	p. 277
Supplemental Reading	p. 279
Case Study: Role of Vision at Mentor Graphics	p. 280
Bibliography	p. 281
Notes	p. 285
Strategies for Communicating Change	p. 291
The Communication Process	p. 292
Modeling the Communication Process	p. 292
Influence of Language, Power, Gender, and Emotion	p. 295
Strategies for Communicating Change	p. 299
Can You Communicate Too Much?	p. 299
Getting the Word out or Getting Buy-in?	p. 301
Beyond Spray and Pray	p. 304
Contingency Approaches to Communication Strategies	p. 305
Communication Media	p. 308
Media Richness	p. 308
Who Is Responsible for Communicating the Change?	p. 310
Tag Teams	p. 310
Conclusion	p. 312
Supplemental Reading	p. 313
Case Study: Cheryl Ways and Agilent Technology's Layoffs	p. 314
Bibliography	p. 316
Notes	p. 319
Skills for Communicating Change	p. 323
Communication Skills for Engaging Others in the Change Process	p. 326
Listening as a Communication Skill	p. 326
Telling Stories	p. 327
Selling Change Upward	p. 328
Toxic Handlers	p. 330
Change Conversation Skills	p. 331
Talking in Stages	p. 331
Talking Coherently	p. 333
Aligning Your Language with the Desired Change	p. 334
Creating a Common Change Language	p. 336
Communicating Change with the Outside World	p. 339
Selling Internal Changes to External Stakeholders	p. 339
Crisis Management and Corporate Reputation	p. 340
Conclusion	p. 343
Supplemental Reading	p. 344
Case Study: Tyco	p. 345
Bibliography	p. 347
Notes	p. 349
Sustaining Change	p. 355
Sustained Change: What Are Its Signs?	p. 355
Actions to Sustain Change	p. 359
Redesign Roles	p. 360
Redesign Reward System	p. 360
Link Selection Decisions to Change Objectives	p. 360
Act Consistently with Advocated Actions	p. 360
Encourage "Voluntary Acts of Initiative"	p. 362
Measure Progress	p. 363
Celebrate "En Route"	p. 365
Fine-Tune	p. 366
Some Words of Caution	p. 367
Expect Some Unanticipated Outcomes	p. 367
Be Alert to Measurement Limitations	p. 368
Don't "Declare Victory" Too Soon	p. 368
Beware Escalation of Commitment	p. 369
Recognize "Productive Failure"	p. 370
Conclusion	p. 373
Supplemental Reading	p. 374
Case Study: The Challenger and Columbia Shuttle Disasters	p. 375
Bibliography	p. 379
Notes	p. 382
Index	p. 385
Table of Contents provided by Ingram. All Rights Reserved.