Managing Organizational Change: A Multiple Perspectives Approach

Tittle
Contents
Chapter One Introduction: Stories of Change
	Stories of Change
		A Hewlett-Packard Change Story: Managing a Merger
		An IBM Change Story: Transformational Change from Below and Above
		A Kodak Change Story: Provoking Reactions
		A McDonald’s Change Story: Responding to Pressure
	Drawing out the Change Issues and Where They Are Found in the Chapters That Follow
		Images of Managing Change
		Why Organizations Change
		Three
		What Changes in Organizations . .
		Chapter Four
		Diagnosis for Change
		Resistance to Change
		Implementing Change
		Eight
		Linking Vision and Change . .
		Chapter Nine
		Strategies and Skills for Communicating Change
		Consolidating Change
	Bringing It All Together: A Roadmap of the Book
	A Note on Chapter Formats
	Conclusion
	Bibliography
	Notes
Chapter Two Images of Managing Change
	Images of Managing Change: Where They Come From
		Images of Managing
		Images of Change Outcomes
	Six Images of Managing Change
		Image 1: Change Manager as Director
		Image 2: Change Manager as Navigator
		Image 3: Change Manager as Caretaker
		Image 4: Change Manager as Coach
		Image 5: Change Manager as Interpreter
		Image 6: Change Manager as Nurturer
	Using the Six-Images Framework
		Three Key Uses of the Six-Images Framework
	Conclusion
	Supplemental Reading
	Case Study: Green Mountain Resort (Dis)solves the Turnover Problem
	Bibliography
	Notes
Chapter Three Why Organizations Change
	Environmental Pressures for Change
		Fashion Pressures
		Mandated Pressures
		Geopolitical Pressures
		Market Decline Pressures
		Hypercompetition Pressures
		Reputation and Credibility Pressures
	Why Organizations May Not Change in the Face of External Environmental Pressures
		Organizational Learning versus Threat-Rigidity
		Environment as Objective Entity versus Environment as Cognitive Construction
		Forces for Change versus Forces for Stability
		Bridging (Adapting) versus Buffering (Shielding)
	Organizational Pressures for Change
		Growth Pressures
		Integration and Collaboration Pressures
		Identity Pressures
		New Broom Pressures
		Power and Political Pressures
	Conclusion
	Supplemental Reading
	Case Study: Chipping Away at Intel
	Bibliography
	Notes
Chapter Four What Changes in Organizations
	Types of Changes
		Distinguishing between First-Order and Second-Order Changes
		First-Order, Adaptive Changes
		Second-Order, Transformational Change
		Beyond Either First-Order or Second-Order Change
		Rethinking Linear, Equilibrium Assumptions about Change
		Implications for Change Managers
	Types of Changes: Lessons from the Front Line
		Downsizing
		Technological Change
		Mergers and Acquisitions
		Revisiting Downsizing, Technological Change, and Mergers and Acquisitions: How Fast?
	Conclusion
	Supplemental Reading
	Case Study: Nestlé
	Bibliography
	Notes
Chapter Five Diagnosis for Change
	Models: Why Bother?
	Modeling Organizations
		The Six-Box Organizational Model
		The 7-S Framework
		The Star Model
		The Congruence Model
		The Burke-Litwin Model
		The Four-Frame Model
		Diagnosis by Image
	Component Analysis
		The PESTEL Framework
		Scenario Analysis
		Gap Analysis
		The Elements of Strategy
		The Strategic Inventory
		Newsflash Exercise
		Cultural Web
		Structural Dilemmas
		The Boundaryless Organization
	Diagnosing Readiness to Change
		Stakeholder Analysis
		Force-Field Analysis
	Conclusion
	Supplemental Reading
	Case Study: Boeing
	Bibliography
	Notes
Chapter Six Resistance to Change
	Support for Change
	Signs of Resistance to Change
	Why Do People Resist Change?
		Dislike of Change
		Discomfort with Uncertainty
		Perceived Negative Effect on Interests
		Attachment to the Established Organizational Culture/Identity
		Perceived Breach of Psychological Contract
		Lack of Conviction That Change Is Needed
		Lack of Clarity as to What Is Expected
		Belief That the Specific Change Being Proposed Is Inappropriate
		Belief That the Timing Is Wrong
		Excessive Change
		Cumulative Effect of Other Changes in One’s Life
		Perceived Clash with Ethics
		Reaction to the Experience of Previous Changes
		Disagreement with the Way the Change Is Being Managed
	Managers as Change Resistors
	Managing Resistance
		A “Situational” Approach
		The Resistance Cycle, aka “Let Nature Take Its Course”
		“Creative Counters” to Expressions of Resistance
		Thought Self-Leadership
		Tinkering, Kludging, and Pacing
		The “Power of Resistance”
	Conclusion
	Supplemental Reading
	Case Study: Problems at Perrier
	Bibliography
	Notes
Chapter Seven Implementing Change: Organization Development, Appreciative Inquiry, Positive Organizational Scholarship, and Sense-Making Approaches
	Coach Image of Implementing Change: The Organization Development (OD), Appreciative Inquiry (AI), and Positive Organizational Scholarship (POS) Approaches
		Traditional OD Approach: Fundamental Values
		The OD Practitioner
		Criticisms of OD
		Current Relevance of OD’s Traditional Values
		Are OD Values Universal?
		Engaging in Large-Scale Change
		Appreciative Inquiry: From Problem Solving to (Building on) What Works Well
		The Emergence of Positive Organizational Scholarship (POS)
	Interpreter Image of Implementing Change: Sense-Making Approaches
	Conclusion
	Supplemental Reading
	Case Study: Change at DuPont
	Bibliography
	Notes
Chapter Eight Implementing Change: Change Management, Contingency, and Processual Approaches
	Director Image of Managing Change: Change Management and Contingency Approaches
		Change Management Approaches
		Is Change Management Supplanting OD?
		OD–Change Management Debates
		Contingency Approaches
		Why Contingency Approaches Are Not Dominant
	Navigator Images of Managing Change: Processual Approaches
		What Does Managing Change Mean from a Processual Approach?
	Conclusion
	Supplemental Reading
	Case Study: The British Airways Swipe Card Debacle
	Bibliography
	Notes
Chapter Nine Linking Vision and Change
	Content of Meaningful Visions
		Vision Attributes
		Beyond Bumper Sticker Visions? Visions as Stories
		Relationship of Vision to Mission and Goals
		Relationship of Vision to Market Strategy
	How Context Affects Vision
	Processes by Which Visions Emerge
		Crafting the Vision
		Questions That Help to Develop a Vision
		Connecting the Vision to the Organization’s Inner Voice
	When Visions Fail
		Adaptability of the Vision over Time
		Presence of Competing Visions
	Linking Vision to Change: Three Debates
		Does Vision Drive Change or Emerge during Change?
		Does Vision Help or Hinder Change?
		Is Vision an Attribute of Heroic Leaders or of Heroic Organizations?
	Conclusion
	Supplemental Reading
	Case Study: Role of Vision at Mentor Graphics
	Bibliography
	Notes
Chapter Ten Strategies for Communicating Change
	The Communication Process
		Modeling the Communication Process
		Influence of Language, Power, Gender, and Emotion
	Strategies for Communicating Change
		Can You Communicate Too Much?
		Getting the Word out or Getting Buy-in?
		Beyond Spray and Pray
		Contingency Approaches to Communication Strategies
	Communication Media
		Media Richness
		Who Is Responsible for Communicating the Change?
		Tag Teams
	Conclusion
	Supplemental Reading
	Case Study: Cheryl Ways and Agilent Technology’s Layoffs
	Bibliography
	Notes
Chapter Eleven Skills for Communicating Change
	Communication Skills for Engaging Others in the Change Process
		Listening as a Communication Skill
		Telling Stories
		Selling Change Upward
		Toxic Handlers
	Change Conversation Skills
		Talking in Stages
		Talking Coherently
		Aligning Your Language with the Desired Change
		Creating a Common Change Language
	Communicating Change with the Outside World
		Selling Internal Changes to External Stakeholders
		Crisis Management and Corporate Reputation
	Conclusion
	Supplemental Reading
	Case Study: Tyco
	Bibliography
	Notes
Chapter Twelve Sustaining Change
	Sustained Change: What Are Its Signs?
	Actions to Sustain Change
		Redesign Roles
		Redesign Reward System
		Link Selection Decisions to Change Objectives
		Act Consistently with Advocated Actions
		Encourage “Voluntary Acts of Initiative”
		Measure Progress
		Celebrate “En Route”
		Fine-Tune
	Some Words of Caution
		Expect Some Unanticipated Outcomes
		Be Alert to Measurement Limitations
		Don’t “Declare Victory” Too Soon
		Beware Escalation of Commitment
		Recognize “Productive Failure”
	Conclusion
	Supplemental Reading
	Case Study: The Challenger and Columbia Shuttle Disasters
	Bibliography
	Notes
Index