Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
Purchase Benefits
What is included with this book?
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. |
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.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.