Table of Contents


making sense of change management
Making Sense of Change Management
by Esther Cameron and Mike Green  ISBN:0749440872
Kogan Page © 2004

This book is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept.

Table of Contents
Making Sense of Change Management
Introduction
Part I - The Underpinning Theory
Chapter 1 - Individual change
Chapter 2 - Team change
Chapter 3 - Organizational change
Chapter 4 - Leading change
Part II - The Applications
Chapter 5 - Restructuring
Chapter 6 - Mergers and acquisitions
Chapter 7 - Cultural change
Chapter 8 - IT-based process change
Conclusion
References
Index
List of Figures
List of Tables
List of Sidebars


Making Sense of Change Management is about making change easier. It is aimed at anyone who wants to understand why change happens, how it happens and what needs to be done to make change a welcome rather than a dreaded concept. However, this book is not a ‘one size fits all’ simplistic panacea to all change, whatever the circumstances. Instead it offers insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. Contents include:

  • individual change;
  • team change;
  • organizational change;
  • leading change;
  • structural change;
  • cultural change;
  • how best to implement change;
  • mergers and acquisitions;
  • IT-based process change.

Written for academics and professionals alike, Making Sense of Change Management identifies and offers explanations of all current models of change as well as offering practical guidelines and examples showing the reader why change can go wrong—and how to get it right.

About the Authors

Esther Cameron and Mike Green help organizations and executives manage and lead change. They work in both the private and public sectors and use a variety of coaching, mentoring and team interventions to support their organizational development. Mike tutors at Henley Management College and Esther has lectured on change management for the University of Bristol for the past ten years. She is the author of Facilitation Skills Made Easy also published by Kogan Page.



Making Sense of Change Management

esther cameron

mike green

KOGAN PAGE

Publisher’s note

Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors.

First published in Great Britain and the United States in 2004 by Kogan Page Limited

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:

120 Pentonville Road
London N1 9JN
UK
www.kogan-page.co.uk

22883 Quicksilver Drive
Sterling VA 20166–2012
USA

Copyright © 2004 Esther Cameron and Mike Green,

The right of Esther Cameron and Mike Green to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

ISBN: 0 7494 4087 2

British Library Cataloguing-in-Publication Data

A CIP record for this book is available from the British Library.

Library of Congress Cataloging-in-Publication Data

Cameron Esther,
Making sense of change management : a complete guide to the models, tools and techniques of organizational change / Esther Cameron and Mike Green
p. cm.
Includes bibliographical refrences and index
ISBN 0-7494-4087-2
1. Organizational change--Management. 2. Teams in the workplace--Management. 3. Reengineering (Management) 4. Information technology--Management. I. Green, Mike, 1959- II. Title.
HD58.8.C317 2004
658.4’06--dc22
2003026220

Acknowledgements

We want to start by acknowledging the many people in organizations with whom we have worked over the years. You are all in here in some shape or form! We have worked with many generous, courageous and inspiring managers of change who we thank for the privilege of working alongside them to make real change happen. Without these experiences the book would be a dry catalogue of theory, devoid of life and character.

Then of course there are our colleagues who challenge and support us every day as we reflect on our work, and make decisions about what to do next. Particular thanks go from Mike to Andy Holder, Mhairi Cameron, Philip Darley and Tim Hockridge, who probably do not know how much they are appreciated, and to colleagues and MBA students at Henley Management College for a never-ending supply of ideas and challenges. Esther wants to specially acknowledge Anne-Marie Saunders and Alex Clark for their wisdom, humour and friendship, and their generosity in sharing their expertise. Many of their ideas and thoughts are embedded in this book. Also, thanks go to Esther’s learning set who have been a source of strength throughout the last few years, and who really boosted the leadership chapter in particular. Thanks too to Bill Critchley for his ideas on linking metaphor and change, which form the bedrock of the organizational change chapter.

Really special thanks go to Ailsa Cameron for her wonderful pictures, which soften the pages so beautifully.

We also want to thank from the bottom of our hearts the hard-working reviewers who squeezed the time out of their busy agendas to read draft versions of these chapters. Special thanks go to Louise Overy, Steve Summers, Duncan Cameron, Mervyn Smallwood, Peter Hyson and Richard Lacey for their timely and thoughtful suggestions throughout the iterative process of writing the book.

Our families have helped too by being very patient and supportive. So love and thanks to Jane, Lewin, Oliver and Brigit. Love, and thanks too to Duncan, Ailsa, Ewan and Katka.

We want to thank each other too. We have learnt a lot from this rich and sometimes rocky process of writing a book together. We do not always see things the same way, and we do not work from an identical set of assumptions about change, so the book is the culmination of much healthy airing of views. Let’s hope we are still writing, talking and enjoying each other’s company many years from now.

Esther Cameron
Mike Green