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