The Theory and Practice of Change Management

CONTENTS
LIST OF FIGURES AND TABLES
	FIGURES
	TABLES
LIST OF RESEARCH REPORTS AND CHANGE TOOLS
	RESEARCH REPORTS
	CHANGE TOOLS
ABOUT THE AUTHOR
PREFACE
	KEY CHANGES TO THE SIXTH EDITION
		Revised structure and new chapter
		Diagnosis
		Responding to pervasive big-bang disruptions such as the COVID-19 pandemic
		Family businesses
		Destructive leadership
		Promoting responsible behaviour and ethical change management
		Learning objectives
		References
		New case studies and examples
	PATHWAYS
		The ‘essentials’
		Recognizing the need for change
		Diagnosis
		Implementing change
		Other ways to access content relevant to your needs
	ACKNOWLEDGMENTS
TOUR OF THE BOOK
	LEARNING OBJECTIVES
		LEARNING OBJECTIVES
	EXAMPLES
		EXAMPLE 5.1 Horizontal misalignments identifie manufacturing company
	MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The and mergers
		MANAGINGCHANGE INPRACTICE
	CHANGE TOOLS
		CHANGE TOOL 11.2 Critical path analysis
	CASE STUDY 3.1 Leicester Royal Infirmary
		CASE STUDIES
	RESEARCH REPORTS
		RESEARCH REPORT 17.1 Perceptions of fair treatment
	EXERCISES
		EXERCISE 3.1 How did your organization, or another organization you know the COVID-19 pandemic?
	REVIEW QUESTIONS
		EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in part III
ONLINE TEACHING AND LEARNING RESOURCES
	FOR STUDENTS AND PROFESSIONALS
	FOR LECTURERS
MANAGING CHANGE IN PRACTICE: VIDEO AND TEXT FEATURE
	THE PRACTITIONERS
EMPLOYABILITY SKILLS
	ACADEMIC SKILLS
		The ability to apply theory to practice
		The ability to collect, interpret and use data
		The ability to think critically and marshal relevant evidence and examples to support coherent arguments
	WORKPLACE SKILLS
		Commercial awareness
		An appreciation of the systemic nature of work organizations
		Problem solving and opportunity development
		Planning
	INTERPERSONAL SKILLS
		Communicating
		Helping and facilitating
		Influencing, persuading and negotiating
		Leading
		Motivating others
		Working with groups and teams
		Behaving responsibly
		Learning
CASE STUDIES AND EXAMPLES GRID
PUBLISHER’S ACKNOWLEDGEMENTS
PART I MANAGING CHANGE: A PROCESS PERSPECTIVE
	CHAPTER 1 PROCESS MODELS OF CHANGE
		LEARNING OBJECTIVES
		STATES AND PROCESSES
		THE CHANGE PROCESS
			The ordering of stages
				EXAMPLE 1.1 A car importer responds to imposed change
				Predetermined versus constructed trajectories
		THE IMPACT OF SEQUENCE ON OUTCOME
			Reactive sequences
				EXAMPLE 1.2 BA cabin crew dispute
			Self-reinforcing sequences
				Increasing returns
				EXAMPLE 1.3 Increasing returns contributed to the demise of Nokia
				Psychological commitment to past decisions
				EXAMPLE 1.4 Flyclinic: a failed attempt to create an online medical tourism platform
				Cognitive biases and interpretive frames
				EXAMPLE 1.5 Unrealistic goals for change at Direct Banking
				Path dependence
		MINIMIZING THE IMPACT OF REACTIVE AND SELF-REINFORCING SEQUENCES
			Reactive sequences
			Self-reinforcing sequences
				EXAMPLE 1.6 Foxconn: how organizational path dependence is hindering attempts to diversify into the design and manufacture of lo
			Complex patterns
		SUMMARY
			EXERCISE 1.1 Identifying issues that change managers need to attend to
	CHAPTER 2 LEADING CHANGE: A PROCESS PERSPECTIVE
		LEARNING OBJECTIVES
		THE INTENTIONAL MANAGEMENT OF CHANGE
			Lewin’s three-step process
				RESEARCH REPORT 2.1 A test of the validity of Lewin’s three-step model
		LEWIN’S LEGACY
		KEY ELEMENTS IN THE PROCESS OF CHANGE MANAGEMENT
			Recognizing the need for change and starting the change process
			Diagnosing what needs to be changed
			Planning and preparing for change
			Leading and managing the people issues
			Implementing change and reviewing progress
				EXAMPLE 2.1 A failure to recognize unintended consequences at Concrete Flags Ltd
			Sustaining change
			Learning
		SUMMARY
	INTRODUCTION TO PART I
		Chapter 1 Process models of change
		Chapter 2 Leading change: a process perspective
PART II RECOGNIZING THE NEED FOR CHANGE AND STARTING THE CHANGE PROCESS
	CHAPTER 3 PATTERNS OF CHANGE
		LEARNING OBJECTIVES
		ADAPTING TO CHANGE: THE GRADUALIST PARADIGM
			EXAMPLE 3.1 Haier: the gradual transformation of a traditional manufacturing firm into a highly responsive, online-based entrepr
		THE PUNCTUATED EQUILIBRIUM PARADIGM: AN ALTERNATIVE VIEW OF HOW ORGANIZATIONS CHANGE
			Deep structure
				EXAMPLE 3.2 The impact of Foxconn’s tightly coupled ecosystem in China on the relocation of operations to other countries
			Equilibrium periods
			Revolutionary periods
				EXAMPLE 3.3 The rise and fall of Blockbuster
			Support for the punctuated equilibrium paradigm
				RESEARCH REPORT 3.1 Study of microcomputer producers
		THE NATURE OF CHANGE CONFRONTING MOST ORGANIZATIONS
		THE POSSIBILITY OF ANTICIPATING CHANGE
			EXAMPLE 3.4 India’s sudden withdrawal of Rs500 and Rs1000 bank notes in 2016
			Consequences of not anticipating change
		A TYPOLOGY OF ORGANIZATIONAL CHANGE
			EXAMPLE 3.5 The re-creation of VW
			EXAMPLE 3.6 UK Coal: the simultaneous pursuit of adaption and reorientation
			The change strategy
		IMPLICATIONS OF THESE DIFFERENT TYPES OF CHANGE FOR CHANGE MANAGEMENT PRACTICE
			The focus for change efforts
			The sequence of activities required to achieve a desired outcome
			The locus for change
		NEW PATTERNS OF CHANGE
			CASE STUDY 3.1 Leicester Royal Infirmary
			The new pressures for change
			The change strategy
			EXERCISE 3.1 How did your organization, or another organization you know well, respond to the COVID-19 pandemic?
		SUMMARY
	CHAPTER 4 SOURCES OF CHANGE
		LEARNING OBJECTIVES
		INNOVATION AS A SOURCE OF CHANGE
			Disruptive innovation
				EXAMPLE 4.1 Aldi’s disruption of the supermarket sector in Australia
				CASE STUDY 4.1 Was Uber a disrupter?
			The digital revolution
				MANAGING CHANGE IN PRACTICE 4.1 Mick Yates: The implications of big data
			Bounded big-bang disruption
			Pervasive big-bang disruption
				CASE STUDY 4.2 Alternative explanations for Uber’s success
		INTERNAL MISALIGNMENTS AS TRIGGERS FOR CHANGE
		THE INTERPLAY OF EXTERNAL AND INTERNAL SOURCES OF CHANGE
			MANAGING CHANGE IN PRACTICE 4.2 Hugh Thomas: Ugly Drinks, a new business venture
		SUMMARY
	CHAPTER 5 RECOGNIZING A NEED OR OPPORTUNITY FOR CHANGE
		LEARNING OBJECTIVES
			CASE STUDY 5.1 Using PEST to identify threats and opportunities confronting the German car industry
		ORGANIZATIONAL PATH DEPENDENCE AND THE TRAP OF SUCCESS
			Success can undermine resilience
			Attending to indicators of effectiveness
				EXERCISE 5.1 Indicators of effectiveness
				EXAMPLE 5.1 Horizontal misalignments in a large US snacks and confectionery manufacturing company
			The balanced scorecard
			Sensitivity of the top team
				CHANGE TOOL 5.1 Alignment check between your unit and your customers and suppliers
		SHAPING THE AGENDA FOR CHANGE
			The role of playmakers
				CASE STUDY 5.2 The Active Sports Equipment Company
		SUMMARY
	CHAPTER 6 USING VALUE INNOVATION TO PROACTIVELY IDENTIFY NEW OPPORTUNITIES
		LEARNING OBJECTIVES
		RED AND BLUE OCEAN STRATEGIES
		VALUE INNOVATION
			The strategy canvas
			Value curves
			The four actions framework
			Eliminate and reduce
			Raise and create
			Challenging conventional thinking
				Substitute products
				Complementary products
				Strategic groups and market segments within industries
				The requirements of people who can affect the purchase decision
				Functional and emotional appeal
				Looking forward across trends to identify what customers might value in the future
				Looking back across temporal boundaries
		IMPLEMENTATION
			Creating a readiness for change by articulating and challenging the current strategy
			Searching for new opportunities, exploring possibilities for value innovation and formulating a new strategy
			Making it happen
		SUSTAINING THE CHANGE AND PROTECTING NEW MARKET SPACE
			CASE STUDY 6.1 Norwich Union Life’s transformation of customer service
				Designing the value proposition for the transformation of customer service
				Designing the value proposition for the transformation of leadership effectiveness
				Implementation
		SUMMARY
	CHAPTER 7 CHAPTER STARTING THE CHANGE
		LEARNING OBJECTIVES
		BELIEFS ABOUT CHANGE AGENCY
			The deterministic view
			The voluntarist view
		VOLUNTARISM AND CHANGE AGENCY
			Confidence in their own ability to affect outcomes
			The motivation to change
				CASE STUDY 7.1 Failure to convince others of the need for change at AT&T
			Conceptual models
			Change management skills
		STARTING THE CHANGE PROCESS
			EXAMPLE 7.1 Leading change at Lyons Confectionery
			Establishing a change relationship
			Issues that can affect the quality of the relationship
				MANAGING CHANGE IN PRACTICE 7.1 Colin Ions: The role of HR in acquisitions
and mergers
			Identifying the client
			Clarifying the issue
				EXERCISE 7.1 Starting the change process
		SUMMARY
			EXERCISE 7.2 Questions to be addressed when starting the change process
	INTRODUCTION TO PART II
		Chapter 3 Patterns of change
		Chapter 4 Sources of change
		Chapter 5 Recognizing a need or opportunity for change
		Chapter 6 Using value innovation to proactively identify opportunities for change
		Chapter 7 Starting the change
			EXERCISE PART II Useful questions for reviewing your approach to recognizing the need for change and starting the change process
PART III DIAGNOSING WHAT NEEDS TO BE CHANGED
	CHAPTER 8 DIAGNOSIS
		LEARNING OBJECTIVES
			CASE STUDY 8.1 Site Security and Secure Escorts
		THE DIAGNOSTIC PROCESS
			The effect of big-bang disruptions
		MENTAL MAPS
			EXERCISE 8.1 Raising awareness of your implicit model of organizational functioning
		COMPONENT VERSUS HOLISTIC MODELS
		OPEN SYSTEMS THEORY
		KOTTER’S INTEGRATIVE MODEL OF ORGANIZATIONAL DYNAMICS
			Short term
			Medium term
			Long term
		THE MCKINSEY 7S MODEL
			CHANGE TOOL 8.1 The 7S matrix
		WEISBORD’S SIX-BOX MODEL
		THE BURKE-LITWIN CAUSAL MODEL OF ORGANIZATIONAL PERFORMANCE AND CHANGE
		KLOFSTEN’S BUSINESS PLATFORM MODEL
		ASSESSING AN ORGANIZATION’S ABILITY TO COPE WITH BIGBANG DISRUPTIONS SUCH AS THE COVID-19 PANDEMIC
		REVISING YOUR PERSONAL MODEL OF ORGANIZATIONAL FUNCTIONING
			Characteristics of a good model
				EXERCISE 8.2 Reflecting on your implicit model of organizational functioning
		SUMMARY
	CHAPTER 9 GATHERING AND INTERPRETING INFORMATION
		LEARNING OBJECTIVES
		SELECTING A DIAGNOSTIC MODEL
		CLARIFYING INFORMATION REQUIREMENTS
			Information requirements when confronted by big-bang disruptions
		INFORMATION GATHERING
			Interviews
			Questionnaires
			Projective methods
			Observations
			Unobtrusive measures
		SAMPLING
		ANALYSIS
			Qualitative techniques
				Content analysis
				Force-field analysis
			Quantitative techniques
		INTERPRETATION
		POLITICAL CONSIDERATIONS
			EXAMPLE 9.1 The effect of being observed
		USING DIAGNOSTIC INFORMATION TO DEVELOP ACTION PLANS
			CHANGE TOOL 9.1 Using a SWOT analysis
			EXAMPLE 9.2 Northern Rock
			CHANGE TOOL 9.2 A force-field approach to opportunity development or problem management
			EXERCISE 9.1 Evaluating your use of diagnostic information
		SUMMARY
			EXERCISE 9.2 Reflect on what you have learned from working on the two chapters in Part III
	INTRODUCTION TO PART III
		CASE STUDY III Accord: jumping to conclusions before diagnosing the problem
			Chapter 8 Diagnosis
			Chapter 9 Gathering and interpreting information
		EXERCISE PART III Useful questions for reviewing your approach to diagnosing what needs to be changed
PART IV PLANNING AND PREPARING FOR CHANGE
	CHAPTER 10 SHAPING IMPLEMENTATION STRATEGIES
		LEARNING OBJECTIVES
			CASE STUDY 10.1 Improving the performance of a new business school in a Dutch university
				Economics
					Teaching
					Research
				Accounting and finance
					Teaching
					Research
				Management studies
					Teaching
					Research
				Other considerations
		HISTORICAL OVERVIEW OF CHANGE STRATEGIES
		THREE APPROACHES TO MANAGING CHANGE
			Economic strategies
			Organization development strategies
				EXAMPLE 10.1 The implementation of an OD strategy at the BBC
			The third way: a combined economic/OD strategy
		TOP MANAGEMENT’S RELUCTANCE TO ADOPT A COMBINED APPROACH
			The importance given to shareholder interests
			The assumption that the organization’s technical rather than social system is the prime determinant of performance
			The assumption that there is little to be gained from dialogue with employees
			MANAGING CHANGE IN PRACTICE 10.1 Steve Gorton: Soft skills for hard results
		ADOPTING A COMBINED STRATEGY FOR BUILDING ORGANIZATIONAL RESILIENCE
		SITUATIONAL VARIABLES THAT CAN SHAPE AN IMPLEMENTATION STRATEGY
		A CONTINGENCY MODEL
			Incremental change strategies
			Transformational change strategies
				CASE STUDY 10.2 airBaltic
		SHAPING CHANGE STRATEGIES WHEN FACED WITH PERVASIVE BIG-BANG DISRUPTIONS
			MANAGING CHANGE IN PRACTICE 10.2 Rene Bomholt: The organization that is going to change has to own the change
			EXERCISE 10.2 Change strategies
		SUMMARY
	CHAPTER 11 DEVELOPING A CHANGE PLAN
		LEARNING OBJECTIVES
			EXERCISE 11.1 Reflect on and review a past plan for change
		DEVELOPING A HIGH-LEVEL PLAN FOR CHANGE
			CASE STUDY 11.1 Planning for change at Bairrada Wines
		TRANSLATING HIGH-LEVEL INTENTIONS INTO DETAILED PLANS
		APPOINT A TRANSITION MANAGER
			Avoid unnecessary fragmentation
		IDENTIFY WHAT NEEDS TO BE DONE
			CHANGE TOOL 11.1 The Awakishi diagram
		DEVELOP AN IMPLEMENTATION PLAN
			Change participants’ perceptions
			Clarity of the end state
		USE MULTIPLE AND CONSISTENT LEVERAGE POINTS FOR CHANGE
			EXAMPLE 11.1 Matrix structures
		SCHEDULE ACTIVITIES
			CHANGE TOOL 11.2 Critical path analysis
				Drawing the critical path
				Crashing the critical path
		PROVIDE RESOURCES FOR THE TRANSITION
		REWARD TRANSITION BEHAVIOURS
		DEVELOP FEEDBACK MECHANISMS
			Plans are not always implemented as intended
				CASE STUDY 11.2 Bairrada Wines: the consequences of blinkered thinking
		PLANNING FOR PREDICTABLE SURPRISES
			Recognition of predictable surprises
			Prioritization of predictable surprises
			Development of a business continuity plan
				EXAMPLE 11.2 Morgan Stanley’s emergency planning at the World Trade Center
		USING OAKLAND’S FIGURE OF EIGHT FRAMEWORK TO PREPARE AND REVIEW PLANS FOR CHANGE
			MANAGING CHANGE IN PRACTICE 11.1 John Oakland: Figure of eight framework to prepare and review plans for change
			EXERCISE 11.2 Seven symptoms of poor planning
		SUMMARY
	CHAPTER 12 TYPES OF INTERVENTION BASED ON WHO DOES WHAT
		LEARNING OBJECTIVES
		EXPERTS APPLYING SCIENTIFIC PRINCIPLES TO SOLVE SPECIFIC PROBLEMS
		EXPERTS WORKING TO SOLVE SYSTEM-WIDE PROBLEMS
			RESEARCH REPORT 12.1 Sociotechnical systems
		FACILITATORS WORKING WITH INDIVIDUALS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THEIR OWN PROBLEMS
			MANAGING CHANGE IN PRACTICE 12.1 Paul Simpson: Using training and one-to-one coaching to deliver culture change
			Developing a sense of agency and self-efficacy
			Positive thinking
			CHANGE TOOL 12.1 WOOP
		FACILITATORS WORKING WITH GROUPS TO HELP THEM DEVELOP THE CAPABILITY TO IDENTIFY AND MANAGE THEIR OWN PROBLEMS
			Action research
			EXAMPLE 12.1 Action research at Freedman House
				Team building
			CHANGE TOOL 12.2 The Axelrod canoe: a blueprint for getting people involved in meetings
			CHANGE TOOL 12.3 Organization mirror
				Before the mirror meeting
				The mirror meeting
		WHOLE SYSTEM INTERVENTIONS TO IMPROVE CAPABILITY FOR FUTURE PERFORMANCE
			Survey feedback
			CHANGE TOOL 12.4 Facilitator brief for survey feedback intervention
				Pre-meeting preparation
				Using the feedback for problem solving
		WHOLE SYSTEM IN THE ROOM CONFERENCES
			CHANGE TOOL 12.5 A conference method for developing a ‘preferred future’
			Elements of the conference method
		SUMMARY
	CHAPTER 13 TYPES OF INTERVENTION CLASSIFIED ACCORDING TO FOCAL ISSUES
		LEARNING OBJECTIVES
		HUMAN PROCESS INTERVENTIONS
			Appreciative inquiry
				The social construction of reality
				A methodology for intervening in organizations
					CHANGE TOOL 13.1 A specimen appreciative interview schedule to help identify values across an organization
					EXAMPLE 13.1 Using appreciative inquiry for organization development at Médecins Sans Frontières
					MANAGING CHANGE IN PRACTICE 13.1 John Hayes: Appreciative inquiry
		HUMAN RESOURCE INTERVENTIONS
			Talent management
				Managing talent in family firms
				Training and development
					EXAMPLE 13.2 Using training to help change the culture of a special metals business
			High performance management
				How people management practices can affect performance
				Diagnosing the alignment of people management practices
					CHANGE TOOL 13.2 Diagnosing external alignment
					CHANGE TOOL 13.3 Diagnosing internal alignment
		TECHNOSTRUCTURAL INTERVENTIONS
			Process re-engineering
				EXAMPLE 13.3 Mapping a GP referral for a routine X-ray at a local hospital
				CHANGE TOOL 13.4 The plan, do, study, act (PDSA) cycle
			Lean
				EXAMPLE 13.4 The Toyota Production System
			Lean tools and techniques
				CHANGE TOOL 13.5 The seven wastes
				CHANGE TOOL 13.6 The 5S methodology
				CHANGE TOOL 13.7 The five whys
				EXAMPLE 13.5 Implementing lean at Flinders Medical Centre
		STRATEGIC INTERVENTIONS
			Resilience management
				Building situation awareness
				The identification of essential organizational components
				The prioritization of principle vulnerabilities
					CHANGE TOOL 13.8 The all hazards vulnerability matrix
				Developing adaptive capacity
			Mergers and acquisitions
				EXAMPLE 13.6 Brenntag’s history of restructuring for strategic gain
				Acquisition objectives
				Organization fit
					Developing a high-level plan
					Translating high-level intentions into detailed plans
				Managing the people issues
		SUMMARY
	CHAPTER 14 SELECTING INTERVENTIONS
		LEARNING OBJECTIVES
		BEWARE FASHIONS AND FADS
		FACTORS INDICATING WHICH INTERVENTIONS TO USE
			Diagnosed issue
			Level of change target
			Depth of intervention
		A THREE-DIMENSIONAL MODEL TO AID CHOICE
			Time available to implement the change
			Efficacy of the interventions
				T-group training
				Job design
				Total quality management (TQM)
		WHERE THERE IS A NEED TO USE MORE THAN ONE TYPE OF INTERVENTION
			Sequencing interventions
				Intention
				Politics
				Need for an early success
				The stakes involved
			Dynamics of change
				Causal links
				The effect of groups on individuals
				The effect of attitudes on behaviour and vice versa
				EXERCISE 14.1 Choice of interventions
		SUMMARY
	INTRODUCTION TO PART IV
		Chapter 10 Shaping implementation strategies
		Chapter 11 Developing a change plan
		Chapter 12 Types of interventions based on who does what
		Chapter 13 Types of intervention classified according to focal issues
		Chapter 14 Selecting interventions
		EXERCISE PART IV Useful questions for reviewing your approach to planning and preparing for change
		CASE STUDIES: Selecting and designing interventions
		CASE STUDY IV.1 Designing an intervention to improve the effectiveness of primary healthcare centres in southwest India
		CASE STUDY IV.2 Designing an intervention to reduce absenteeism in the elderly care sector of Silkeborg Council, Denmark
PART V LEADING AND MANAGING THE PEOPLE ISSUES
	CHAPTER 15 BUILDING CHANGE RELATIONSHIPS
		LEARNING OBJECTIVES
		INTERVENTION STYLES
			EXERCISE 15.1 The intervention style indicator
		THE GOAL OF INTERVENING
		PRESCRIPTIVE MODE OF INTERVENING: ADVISING
		COLLABORATIVE MODES OF INTERVENING
			Supportive approach
				EXAMPLE 15.1 Using a supportive approach in an Indian fintech startup
			Theorizing approach
				EXAMPLE 15.2 Using force-field analysis in a multinational auto components manufacturer
			Challenging approach
				EXAMPLE 15.3 Using a challenging approach in a French primary school
			Information-gathering approach
				EXAMPLE 15.4 Using an information-gathering approach in a US communications infrastructure company
		DEVELOPING COLLABORATIVE RELATIONSHIPS
			EXERCISE 15.2 Monitoring your respect for others
			Prescriptive versus collaborative modes of intervening
		MODE OF INTERVENING AND THE STAGE OF THE HELPING RELATIONSHIP
		HELPING SKILLS
			EXERCISE 15.3 Identifying effective helping behaviours
		SUMMARY
	CHAPTER 16 THE ROLE OF LEADERSHIP
		LEARNING OBJECTIVES
		MANAGEMENT AND LEADERSHIP
			Managerial work, in times of change, is increasingly a leadership task
				EXAMPLE 16.1 Expanding the capacity of the NHS to treat those affected by COVID-19
		WHAT MANAGERS (AND OTHERS) DO WHEN LEADING CHANGE
			Sense making
				Unprecedented surprises and the collapse of sense making
			Visioning
				EXAMPLE 16.2 Involving staff in developing a new vision for Íslandsbanki
			Sense giving
				Shaping the vision: reciprocal cycle of sense making and sense giving
					EXAMPLE 16.3 Data loss prevention at a German hotel chain
					Engaging others
				Translating the vision into a desire for change
					Winning trust
						EXAMPLE 16.4 Reorganizing the emergency response function in a Dutch police organization
					Highlighting benefits
					Promoting perceptions of competence
					Demonstrating that the status quo is unsustainable
						EXAMPLE 16.5 Stephen Elop’s burning platform memo
			Aligning
			Enabling
			Supporting others during the change
			Maintaining momentum and sustaining the change
				MANAGING CHANGE IN PRACTICE 16.1 Jo North: Start with the end in mind
		LEADERSHIP STYLE
			Charismatic leadership
			Distributed leadership
		THE COLLECTIVE NATURE OF LEADERSHIP
			Coherence
			Fragility
				RESEARCH REPORT 16.1 Collective leadership and strategic change in healthcare organizations
		DESTRUCTIVE LEADERSHIP
			Change creates a conducive environment for destructive leadership
				EXERCISE 16.1 Improving your approach to leading change
		SUMMARY
	CHAPTER 17 POWER, POLITICS AND STAKEHOLDER MANAGEMENT
		LEARNING OBJECTIVES
		ORGANIZATIONS AS POLITICAL ARENAS
			Power and influence
				EXERCISE 17.1 Sources of power and influence
		ACQUIRING AND EXERCISING POWER AND INFLUENCE
			Promoting their reputation
			Increasing others’ dependence on the leader
				Increasing others’ sense of dependence
			Minimizing leaders’ dependence on those they are seeking to influence
			Building collaborative relationships
			Negotiating advantageous agreements
		IMPROVING YOUR ABILITY TO INFLUENCE OTHERS
			EXERCISE 17.2 Checklist for the acquisition and exercise of power
		STAKEHOLDERS
		STAKEHOLDER MANAGEMENT
			The contribution of resource dependence theory
			The contribution of prospect theory
			The contribution of organizational life cycle models
			Jawahar and McLaughlin’s stakeholder theory
			Using power responsibly
		MANAGING STAKEHOLDERS
			Identifying the power and commitment of stakeholders
				CASE STUDY 17.1 GZF’s response to changes in Switzerland’s healthcare regulations: stakeholder brainstorm
				CHANGE TOOL 17.1 Stakeholder grid
				CASE STUDY 17.2 Mapping GZF’s stakeholders onto a stakeholder grid
			Influencing stakeholders to support the change
				CASE STUDY 17.3 Managing stakeholder relationships at GZF
		MANAGING RELATIONSHIPS BETWEEN STAKEHOLDERS
			RESEARCH REPORT 17.1 Perceptions of fair treatment
			EXERCISE 17.3 Stakeholder management
		SUMMARY
	CHAPTER 18 RESPONSIBLE CHANGE MANAGEMENT: AN ETHICAL APPROACH
		LEARNING OBJECTIVES
		IRRESPONSIBLE CHANGE MANAGEMENT
			CASE STUDY 18.1 Patient care at the Mid Staffordshire hospitals
		RESPONSIBLE MANAGEMENT
		WHICH ‘OTHERS’ SHOULD BE THE FOCUS OF ATTENTION?
			CASE STUDY 18.2 The VW emissions scandal: what the company did
			The shareholder perspective
			The extended stakeholder perspective
				The ethical approach
					Balancing shareholder interests and wider stakeholder concerns
				The instrumental approach
			CASE STUDY 18.3 Stakeholders affected by VW’s decision to falsify emissions data
				Reconciling competing stakeholder demands
		DOING THE RIGHT THING: ETHICS AND RESPONSIBLE LEADERSHIP
			Different forms of responsible and irresponsible behaviour
				Altruism and the provision of benefit for others
				The egotistical pursuit of self-interest
				Hedonistic egotism
				Apathetic egotism
					EXAMPLE 18.1 Sir Philip Green and the collapse of BHS
				Self-destructive egotism
				Genuine altruism
				Mutual altruism
					EXAMPLE 18.2 Ørsted’s transformation from a black to a green energy company
			Intentions, actions and circumstances
			Individual differences
				EXERCISE 18.1 Reflect on your own experience of managing change at work or elsewhere
		SUMMARY
	CHAPTER 19 MANAGING CONTEXT TO PROMOTE ETHICAL PRACTICE
		LEARNING OBJECTIVES
		THE EFFECT OF CONTEXT
			RESEARCH REPORT 19.1 Ethical issues associated with Milgram’s experiments
				Context and responsible behaviour
		IMPORTANT CONTEXTUAL FACTORS
			Proximity
			The magnitude of consequences
			Social consensus
				EXAMPLE 19.1 The mindset within VW
			Pressure to comply with the demands of powerful others
		THE CONSEQUENCES OF IRRESPONSIBLE BEHAVIOUR
			EXAMPLE 19.2 The cost and consequences of the emissions scandal for VW
			Recovering lost reputation
		RESPONSIBLE BEHAVIOUR AND PERFORMANCE
		PROMOTING RESPONSIBLE BEHAVIOUR AND ETHICAL CHANGE MANAGEMENT
			Compliance-based approaches
			Value-based approaches
			EXAMPLE 19.3 Using appreciative inquiry to clarify values at Hammersmith Hospital, London
		A COMBINED INTEGRITY MANAGEMENT FRAMEWORK
			The importance of the organization’s culture
				EXAMPLE 19.4 Uber’s damaging culture
				EXERCISE 19.1 Revisit Case Study 18.1
				EXERCISE 19.2 The effect of context on your behaviour at work
				EXERCISE 19.3 Can circumstances ever justify what many might define as unethical practice?
		SUMMARY
	CHAPTER 20 COMMUNICATING CHANGE
		LEARNING OBJECTIVES
		CASE STUDY 20.1 Connect2
		THE NEED FOR A COMMUNICATION STRATEGY
			Developing a communication strategy
		DIRECTIONALITY
			Directionality and content
			Directionality and accuracy, confidence and time
			Lateral communication and performance
			Organizational silence and a lack of upward communication
				The implications of organizational silence
		ROLE
			Isolates
			Boundary spanners
			Gatekeepers
			Playmakers
			The effect of trust on the quality of interpersonal communication
		CONTENT
			EXAMPLE 20.1 PCBtec
			Unfamiliar content
			Transparency and open access to information
			Perceptions of fairness and justice
				RESEARCH REPORT 20.1 Communicating bad news
		CHANNEL
		RELATIONAL CONNECTIONS, BOUNDARY SPANNING AND THE ORGANIZATION’S ABILITY TO COPE WITH CRISES
			EXERCISE 20.1 Did the new owners of Connect2 give sufficient attention to developing a communication strategy?
		COMMUNICATION STRATEGIES
			EXERCISE 20.2 The communication strategy that emerged at Connect2
		AUDITING THE EFFECTIVENESS OF THE COMMUNICATION STRATEGY
			EXERCISE 20.3 Assessing the quality of communications
			CASE STUDY 20.2 Galaxy
		SUMMARY
	CHAPTER 21 MOTIVATING OTHERS TO CHANGE
		LEARNING OBJECTIVES
			MANAGING CHANGE IN PRACTICE 21.1 Johnny Schmidt: Know, feel, do
		ORGANIZATIONAL COMMITMENT AND SUPPORT FOR CHANGE
			EXERCISE 21.1 Violations of the psychological contract
			Commitment to a job and the willingness to support change
			What leaders see as resistance others might interpret as support
			Readiness for change rather than resistance to change
		FACTORS THAT CAN AFFECT READINESS FOR CHANGE
			Low trust
			Low tolerance for change
			Different assessments
			Parochial self-interest
				EXAMPLE 21.1 Legal templates
			Readiness to change in family businesses
		MOTIVATING PEOPLE TO CHANGE
			Education and persuasion
			Involvement
				RESEARCH REPORT 21.1 Effect of group participation on resistance to change
			Facilitation and support
			Dramatizing the need for change
				EXAMPLE 21.2 Actions can speak louder than words: breaking fridges at Haier
			Negotiation
			Manipulation and co-option
			Explicit and implicit coercion
			Goal setting
		EXPECTANCY THEORY AND THE MOTIVATION TO SUPPORT OR RESIST CHANGE
			Equity of treatment
			Understanding and competence
		USING EXPECTANCY THEORY TO ENHANCE MOTIVATION AND SUPPORT FOR CHANGE
			Assessing the availability of valued outcomes
				EXAMPLE 21.3 Buffalo News
				CHANGE TOOL 21.1 Assessing the availability of valued outcomes
			Expectancies about effort–performance and performance–outcome relationships and equity of net benefits
				Anticipate stakeholder effort–performance expectancies
					Diagnosis of potential misunderstandings
					Possible action
					Diagnosis of impact of change on relevance of competences
					Possible action
				Anticipate stakeholder performance–outcome expectancies
					Diagnosis
					Possible action
				Anticipate stakeholder perceptions of equity
					Diagnosis
					Possible action
		TRANSLATING THEORY INTO PRACTICE
			CASE STUDY 21.1 Managing change at the Douglas refinery
		SUMMARY
	CHAPTER 22 SUPPORTING OTHERS THROUGH CHANGE
		LEARNING OBJECTIVES
		THE NATURE OF PERSONAL TRANSITIONS
			EXERCISE 22.1 Identify how a big bang disruption can affect a person’s assumptive world
		THE PERSONAL COST OF COPING WITH TRANSITIONS
			Adjusting to organizational change
				EXERCISE 22.2 Your experience of a transition
		THE PROCESS OF PERSONAL TRANSITION
			A model of change as a personal transition
			The stages of psychological reaction
				Shock/awareness
				Denial
				Depression
				Letting go/acceptance of reality
				Testing
				Consolidation
				Internalization, reflection and learning
				EXERCISE 22.3 Using your experience of a transition to test the utility of the stage model of psychological reaction
		SOME OBSERVATIONS ON THE STAGE MODEL OF TRANSITION
			Implications for individuals and change managers
		FACILITATING PROGRESS THROUGH A TRANSITION
			Shock
			Denial
			Depression
			Letting go/acceptance of reality
			Testing
			Consolidation
			Internalization, reflection and learning
			MANAGING CHANGE IN PRACTICE 22.1 Debbie Middleton: Motivational coaching to help people navigate transitions
		SUMMARY
			EXERCISE 22.4 Reflect on what you have learned from working on the eight chapters in Part V
	INTRODUCTION TO PART V
		CASE STUDY V Triumph: sourcing components from cost-competitive countries, Part 1
		CASE STUDY V Triumph: sourcing components from cost-competitive countries, Part 2
			Chapter 15 Building change relationships
			Chapter 16 The role of leadership
			Chapter 17 Power, politics and stakeholder management
			Chapter 18 Responsible change management: an ethical approach
			Chapter 19 Managing context to promote ethical practice
			Chapter 20 Communicating change
		Chapter 21 Motivating others to change
		Chapter 22 Supporting others through change
		EXERCISE PART V Useful questions for reviewing your approach to leading people through change
PART VI IMPLEMENTING CHANGE AND REVIEWING PROGRESS
	CHAPTER 23 IMPLEMENTING CHANGE
		LEARNING OBJECTIVES
		A ONE-OFF ACTIVITY OR A MULTISTEP PROCESS
		THE ROLE IMPLEMENTATION PLAYED IN KEYCHEMICALS’ ACQUISITION OF ECO-PURE
			KeyChemicals’ decision to acquire another company
				CASE STUDY 23.1 KeyChemicals’ acquisition of Eco-Pure: recognizing the opportunity and starting the process
			Due diligence to assess whether the change will add value
				CASE STUDY 23.2 Due diligence for the acquisition of Eco-Pure
				Planning for implementation
					CASE STUDY 23.3 Planning the integration of KeyChemicals and Eco-Pure
					High-level planning
					Detailed planning: the acquisition blueprint
					CASE STUDY 23.4 Developing the acquisition blueprint
				Implementing the plans: integrating the two organizations
		MANAGING THE PEOPLE ISSUES: THE KEY TO SUCCESSFUL IMPLEMENTATION
			Managing communications to minimize ambiguity
				RESEARCH REPORT 23.1 The realistic merger preview
			Communicating to ensure alignment and coordination
			Managing stakeholders
				CASE STUDY 23.5 Announcing the acquisition to Eco-Pure employees
			Promoting trust and procedural justice
			Responding to pressure to deliver quick wins
			Providing socioemotional support
			Learning from past experience and reviewing progress
				CASE STUDY 23.6 Reviewing the implementation of blueprint plans
		SUMMARY
	CHAPTER 24 REVIEWING AND KEEPING THE CHANGE ON TRACK
		LEARNING OUTCOMES
		MANAGING THE IMPLEMENTATION STAGE OF THE CHANGE PROCESS
		MONITORING THE IMPLEMENTATION OF THE CHANGE PLAN
			Are interventions being implemented as intended?
			Are interventions producing the desired effect?
			Is the change plan still valid?
			Reviewing the performance of new business ventures
				MANAGING CHANGE IN PRACTICE 24.1 Barrie Hopson: Learning to let go
		THE ROLE OF PERFORMANCE MEASURES IN THE MANAGEMENT OF CHANGE
			Approaches to measuring performance
			The balanced scorecard
		DEVELOPING TOOLS TO HELP MONITOR IMPLEMENTATION
		BUILDING REVIEW INTO THE PROCESS OF MANAGING CHANGE
			EXAMPLE 24.1 Customer care at Maersk Line
		REVIEWING HOW PEOPLE ARE RESPONDING TO THE CHANGE
			CHANGE TOOL 24.1 The change management indicator
		SUMMARY
			EXERCISE 24.1 Reflect on what you have learned from working on the two chapters in Part VI
	INTRODUCTION TO PART VI
		Chapter 23 Implementing change
		Chapter 24 Reviewing and keeping the change on track
		EXERCISE PART VI Useful questions for reviewing your approach to implementing change
PART VII SUSTAINING CHANGE
	CHAPTER 25 MAKING CHANGE STICK
		LEARNING OBJECTIVES
		SUSTAINABILITY
			EXERCISE 25.1 Factors undermining ‘stickability’
		STICKABILITY: HOLDING ON TO GAINS
			Acting early to promote sustainability
			Promoting sustainability later in the change process
		KEY ENABLERS
			EXERCISE 25.2 Action steps to promote stickability
		SUMMARY
	CHAPTER 26 SPREADING CHANGE
		LEARNING OBJECTIVES
			EXERCISE 26.1 Factors undermining the spread of change across an organization
		SPREADING CHANGE
		ATTRIBUTES OF THE INNOVATION
			Attributes are not fixed qualities
			Exact copying
			Reinvention
				EXAMPLE 26.1 Asda’s rollout of ‘store renewal’
		ATTRIBUTES OF THE ORGANIZATION
		THE VALUES OF POTENTIAL USERS
		THE COMBINED EFFECTS OF IMPLEMENTATION CLIMATE AND INNOVATION/VALUES FIT
			EXAMPLE 26.2 Rolling out a digitized inventory control system across a fleet of 50 tankers
			EXERCISE 26.2 Action steps to promote the spread of change
		SUMMARY
			EXERCISE 26.3 Reflect on what you have learned from working on the two chapters in Part VII
	INTRODUCTION TO PART VII
		Chapter 25 Making change stick
		Chapter 26 Spreading change
			EXERCISE PART VII Useful questions for reviewing your approach to sustaining change
PART VIII LEARNING
	CHAPTER 27 CHANGE MANAGERS LEARNING FROM THEIR OWN EXPERIENCE
		LEARNING OBJECTIVES
		LEADERS REFLECTING ON AND LEARNING FROM EXPERIENCE
			Espoused theories and theories-in-use
				Discrepancies between espoused theories and theories-in-use
			Reflection
				The role of reflection in learning from experience
			Singleand double-loop learning
				Single-loop learning
				Double-loop learning
			Developing an awareness of competing interests
			Barriers to reflective practice
			Reflection-in-action
				CHANGE TOOL 27.1 Opening a second channel to observe oneself in the here and now
					Example
			Reflecting-on-action
				EXAMPLE 27.1 Storytelling to facilitate reflecting on practice at Concrete Flags Ltd
		SUMMARY
	CHAPTER 28 FACILITATING COLLECTIVE LEARNING
		LEARNING OBJECTIVES
		SHARED MENTAL MODELS, RULES AND BEHAVIOUR IN ORGANIZATIONS
		COLLECTIVE LEARNING AND THE MODIFICATION OF RULES
			Modifying the rules via singleand double-loop learning
			Triggers for double-loop learning
		THE REVISION OF SHARED MENTAL MODELS: THE KEY TO SUSTAINED SUCCESS
		REFLECTION AND COLLECTIVE LEARNING
			CHANGE TOOL 28.1 The after action review
		IMPEDIMENTS TO ORGANIZATIONAL LEARNING
			Poor appreciation of the systemic qualities of organizations
				CHANGE TOOL 28.2 Priority review
			Lack of accessible channels for dialogue and the sharing of meaning
				EXAMPLE 28.1 Bone density scans
			The context in which sharing and dialogue occurs
				EXAMPLE 28.2 Google as a learning organization
				RESEARCH REPORT 28.1 Transparency and collective learning
			Characteristics of the sources and recipients of knowledge
				EXAMPLE 28.3 The failure to transfer ideas from an innovation lab to the parent business
			Ideologies and pressures for conformity that constrain creative thinking
			Dysfunctional interactions between competing ideologies
				EXERCISE 28.1 Assessing the quality of collective learning in your organization
		SUMMARY
	CHAPTER 29 PULLING IT ALL TOGETHER: A CONCLUDING CASE STUDY
		LEARNING OBJECTIVE
			CASE STUDY 29.1 Managing change in the urology department of a hospital in England
				Factors contributing to the financial crisis
				Factors contributing to the shortage of medical staff
				Managing the crisis: the story so far
			EXERCISE 29.1 Reflect on what you have learned from working on the three chapters in Part VIII
	INTRODUCTION TO PART VIII
		Chapter 27 Change managers learning from their own experience
		Chapter 28 Facilitating collective learning
		Chapter 29 Pulling it all together: A concluding case study
			EXERCISE PART VIII Useful questions for reviewing your approach to reflection and learning
REFERENCES
	CHAPTER 1
	CHAPTER 2
	CHAPTER 3
	CHAPTER 4
	CHAPTER 5
	CHAPTER 6
	CHAPTER 7
	CHAPTER 8
	CHAPTER 9
	CHAPTER 10
	CHAPTER 11
	CHAPTER 12
	CHAPTER 13
	CHAPTER 14
	CHAPTER 15
	CHAPTER 16
	CHAPTER 17
	CHAPTER 18
	CHAPTER 19
	CHAPTER 20
	CHAPTER 21
	CHAPTER 22
	CHAPTER 23
	CHAPTER 24
	CHAPTER 25
	CHAPTER 26
	CHAPTER 27
	CHAPTER 28
AUTHOR INDEX
SUBJECT INDEX