Organizational Change: An Action-Oriented Toolkit

Preface
Acknowledgments
Chapter 1 • Changing Organizations in Our Complex World
	Defining Organizational Change
	The Orientation of This Book
		Environmental Forces Driving Change Today
	The Implications of Worldwide Trends for Change Management
		Four Types of Organizational Change
		Planned Changes Don’t Always Produce the Intended Results
	Organizational Change Roles
		Change Initiators
		Change Implementers
		Change Facilitators
		Common Challenges for Managerial Roles
		Change Recipients
	The Requirements for Becoming a Successful Change Leader
	Summary
	Key Terms
	End-of-Chapter Exercises
Chapter 2 • How to Lead Organizational Change: Frameworks
	Differentiating How to Change from What to Change
	The Processes of Organizational Change
	(1) Stage Theory of Change: Lewin
		Unfreeze
		Change
		Refreeze: or more appropriately Re-gell
	(2) Stage Model of Organizational Change: Kotter
		Kotter’s Eight-Stage Process
	(3) Giving Voice to Values: Gentile
		GVV and Organizational Change
	(4) Emotional Transitions Through Change: Duck
		Duck’s Five-Stage Change Curve
	(5) Managing the Change Process: Beckhard and Harris
	(6) The Change Path Model: Deszca and Ingols
	Application of the Change Path Model
		Awakening: Why Change?
		Mobilization: Activating the Gap Analysis
		Acceleration: Getting from Here to There
		Institutionalization: Using Data to Help Make the Change Stick
	Summary
	Key Terms
	End-of-Chapter Exercises
		➡ Case Study: “Not an Option to Even Consider:” Contending With the Pressures to Compromise by Heather Bodman and Cynthia Ingols
Chapter 3 • What to Change in an Organization: Frameworks
	Open Systems Approach to Organizational Analysis
	(1) Nadler and Tushman’s Congruence Model
		History and Environment
		Strategy
		The Transformation Process
		Work
		The Formal Organization
		The Informal Organization
		People
		Outputs
		An Example Using Nadler and Tushman’s Congruence Model
		Evaluating Nadler and Tushman’s Congruence Model
	(2) Sterman’s Systems Dynamics Model
	(3) Quinn’s Competing Values Model
	(4) Greiner’s Model of Organizational Growth
	(5) Stacey’s Complexity Theory
	Summary
	Key Terms
	End-of-Chapter Exercises
		➡ Case Study: Sarah’s Snacks by Paul Myers
Chapter 4 • Building and Energizing the Need for Change
	Understanding the Need for Change
		Seek Out and Make Sense of External Data
		Seek Out and Make Sense of the Perspectives of Stakeholders
		Seek Out and Make Sense of Internal Data
		Seek Out and Assess Your Personal Concerns and Perspectives
	Assessing the Readiness for Change
		Heightening Awareness of the Need for Change
		Factors That Block People from Recognizing the Need for Change
	Developing a Powerful Vision for Change
	The Difference Between an Organizational Vision and a Change Vision
	Examples of Visions for Change
		IBM—Diversity 3.0
		Tata’s Nano: From Vision to Failed Project
		Change Vision for the “Survive to 5” Program
		Change Vision for “Reading Rainbow”
		Change Vision for a Large South African Winemaker
		Change Vision for the Procurement System in a Midsize Manufacturing Firm
	Summary
	Key Terms
	A Checklist for Change: Creating the Readiness for Change
	End-of-Chapter Exercises
		➡ Case Study: Leading Change: The Pharmacy Team by Jess Coppla
Chapter 5 • Navigating Change through Formal Structures and Systems
	Making Sense of Formal Structures and Systems
	Impact of Uncertainty and Complexity on Formal Structures and Systems
	Formal Structures and Systems From an Information Perspective
		Aligning Systems and Structures With the Environment
		Structural Changes to Handle Increased Uncertainty
		Making Formal Structural Choices
	Using Structures and Systems to Influence the Approval and Implementation of Change
		Using Formal Structures and Systems to Advance Change
		Using Systems and Structures to Obtain Formal Approval of a Change Project
		Using Systems to Enhance the Prospects for Approval
		Ways to Approach the Approval Process
	Aligning Strategically, Starting Small, and “Morphing” Tactics
	The Interaction of Structures and Systems with Change During Implementation
	Using Structures and Systems to Facilitate the Acceptance of Change
	Summary
	Key Terms
	Checklist: Change Initiative Approval
	End-of-Chapter Exercises
		➡ Case Study: Beck Consulting Corporation by Cynthia Ingols and Lisa Brem
Chapter 6 • Navigating Organizational Politics and Culture
	Power Dynamics in Organizations
		Individual Power
		Departmental Power
	Organizational Culture and Change
		How to Analyze a Culture
		Tips for Change Agents to Assess a Culture
	Tools to Assess the Need for Change
		Identifying the Organizational Dynamics at Play
	Summary
	Key Terms
	Checklist: Stakeholder Analysis
	End-of-Chapter Exercises
		➡ Case Study: Patrick’s Problem by Stacy Blake-Beard
Chapter 7 • Managing Recipients of Change and Influencing Internal Stakeholders
	Stakeholders Respond Variably to Change Initiatives
		Not Everyone Sees Change as Negative
	Responding to Various Feelings in Stakeholders
		Positive Feelings in Stakeholders: Channeling Their Energy
		Ambivalent Feelings in Stakeholders: They Can Be Useful
		Negative Reactions to Change by Stakeholders: These Too Can Be Useful
	Make the Change of the Psychological Contract Explicit and Transparent
		Predictable Stages in the Reaction to Change
		Stakeholders’ Personalities Influence Their Reactions to Change
		Prior Experience Impacts a Person’s and Organization’s Perspective on Change
		Coworkers Influence Stakeholders’ Views
		Feelings About Change Leaders Make a Difference
	Integrity is One Antidote to Skepticism and Cynicism
	Avoiding Coercion but Pushing Hard: The Sweet Spot?
	Creating Consistent Signals from Systems and Processes
	Steps to Minimize the Negative Effects of Change
		Engagement
		Timeliness
		Two-Way Communication
	Make Continuous Improvement the Norm
	Encourage People to Be Change Agents and Avoid the Recipient Trap
	Summary
	Key Terms
	Checklist: How to Manage and Minimize Cynicism About Change
	End-of-Chapter Exercises
		➡ Case Study: Travelink Solutions by Noah Deszca and Gene Deszca
	Chapter 8 • Becoming a Master Change Agent
		Factors That Influence Change Agent Success
			The Interplay of Personal Attributes, Situation, and Vision
			Change Leaders and Their Essential Characteristics
		Developing into a Change Leader
			Intention, Education, Self-Discipline, and Experience
			What Does Reflection Mean?
		Developmental Stages of Change Leaders
		Four Types of Change Leaders
		Internal Consultants: Specialists in Change
		External Consultants: Specialized, Paid Change Agents
			Provide Subject-Matter Expertise
			Bring Fresh Perspectives from Ideas That Have Worked Elsewhere
			Provide Independent, Trustworthy Support
			Limitations of External Consultants
		Change Teams
		Change from the Middle: Everyone Needs to Be a Change Agent
		Rules of Thumb for Change Agents
		Summary
		Key Terms
		Checklist: Structuring Work in a Change Team
		End-of-Chapter Exercises
			➡ Case Study: Master Change Agent: Katherine Gottlieb, Southcentral Foundation by Erin E. Sullivan
	Chapter 9 • Action Planning and Implementation
		Without a “Do It” Orientation, Things Won’t Happen
		Prelude to Action: Selecting the Correct Path
		Plan the Work
			Engage Others in Action Planning
			Ensure Alignment in Your Action Planning
		Action Planning Tools
			1. To-Do Lists
			2. Responsibility Charting
			3. Contingency Planning
			4. Flow Charting
			5. Design Thinking
			6. Surveys and Survey Feedback
			7. Project Planning and Critical Path Methods
			8. Tools to Assess Forces That Affect Outcomes and Stakeholders
			9. Leverage Analysis
			10. Employee Training and Development
			11. Diverse Change Approaches
		Working the Plan Ethically and Adaptively
			Developing a Communication Plan
			Timing and Focus of Communications
			Key Principles in Communicating for Change
			Influence Strategies
		Transition Management
		Summary
		Key Terms
		End-of-Chapter Exercises
			➡ Case Study: Turning Around Cote Construction Company by Cynthia Ingols, Gene Deszca, and Tupper F. Cawsey
	Chapter 10 • Get and Use Data Throughout the Change Process
		Selecting and Deploying Measures
			1. Focus on Key Factors
			2. Use Measures That Lead to Challenging but Achievable Goals
			3. Use Measures and Controls That Are Perceived as Fair and Appropriate
			4. Avoid Sending Mixed Signals
			5. Ensure Accurate Data
			6. Match the Precision of the Measure With the Ability to Measure
		Measurement Systems and Change Management
			Data Used as Guides During Design and Early Stages of the Change Project
			Data Used as Guides in the Middle of the Change Project
			Data Used as Guides Toward the End of the Change Project
		Other Measurement Tools
			Strategy Maps
			The Balanced Scorecard
			Risk Exposure Calculator
			The DICE Model
		Summary
		Key Terms
		Checklist: Creating a Balanced Scorecard
		End-of-Chapter Exercises
			➡ Case Study: Omada Health: Making the Case for Digital Health by Erin E. Sullivan and Jessica L. Alpert
	Chapter 11 • The Future of Organizations and the Future of Change
		Putting the Change Path Model into Practice
		Future Organizations and Their Impact
		Becoming an Organizational Change Agent: Specialists and Generalists
		Paradoxes in Organizational Change
		Orienting Yourself to Organizational Change
		Summary
		End-of-Chapter Exercises
	Notes
	Index
	About the Authors