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| Sources of Understanding Organization Change | |
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| Introduction | |
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| Potential Literature | |
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| The Tipping Point | |
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| Rethinking Organization Change | |
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| The Paradox of Planned Organization Change | |
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| Making the Case for Organization Change | |
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| Personal Declarations and Points of View | |
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| A Closing Request | |
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| A Brief History of Organization Change | |
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| Scientific Management | |
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| The Hawthorne Studies | |
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| Industrial Psychology | |
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| Survey Feedback | |
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| Sensitivity Training | |
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| Sociotechnical Systems | |
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| Organization Development | |
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| The Managerial Grid and OD | |
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| Coercion and Confrontation | |
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| Management Consulting | |
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| Theoretical Foundations of Organizations and Organization Change | |
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| Open System Theory | |
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| Characteristics of Open Systems | |
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| Organization Change is Systemic | |
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| Toward a Deeper Understanding of Organization Change | |
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| Capra's Three Criteria for Understanding Life | |
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| Implications for Organizations and Organization Change | |
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| The Nature of Organization Change | |
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| Revolutionary Change | |
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| Evolutionary Change | |
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| Revolutionary Change: Case Example | |
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| Evolutionary Change: Case Example | |
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| Levels of Organization Change: Individual, Group, and Larger System | |
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| Change in Organizations at the Individual Level | |
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| Individual Responses to Organization Change | |
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| Change in Organizations at the Group Level | |
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| Group Responses to Organization Change | |
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| Change in Organizations at the Larger-System Level | |
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| System Responses to Organization Change | |
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| Organization Change: Research and Theory | |
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| Reviews of Organization Change Research | |
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| More Recent Approaches to Research and Theory | |
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| Organization Models | |
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| Organization Change Theory | |
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| Current Thinking Regarding Organization | |
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| Change and Theory | |
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| Conceptual Models for Understanding Organization Change | |
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| Content: What to Change | |
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| Process: How to Change-- A Theoretical Framework | |
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| Process: How to Change-- Practice Frameworks | |
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| Mini-Theories Related to Organization Change | |
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| The Content and Process of Strategic Change in Organizations | |
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| Strategies for Effecting Change in Human Systems | |
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| Integrated Models for Understanding Organizations and for Leading and Managing Change | |
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| What is an Organizational Model? | |
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| Why Use an Organization Model? | |
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| Organization Models and Organization Change | |
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| A Comparison of the Three Models | |
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| The Burke-Litwin Causal Model of Performance and Change | |
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| Background | |
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| The Model | |
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| Support for the Model's Validity | |
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| Application of the Burke-Litwin Model | |
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| Dime Bancorp, Inc. | |
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| British Broadcasting Corporation (BBC) | |
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| Transformation Leadership | |
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| Does Leadership Matter? | |
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| Toward Further Definition | |
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| Transformational Leadership According to Bass | |
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| Characteristics of Executive Leadership | |
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| Howard Gardner's Leading Minds | |
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| Howard Gardner's Changing Minds | |
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| Leading Organization Change | |
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| Phases of Organization Change and the Leader's Role | |
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| Apply the "Tipping Point" Principles to Planned Organization Change | |
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| Organization Change: Integration and Future Needs | |
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| Changing the Organization | |
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| Successful Processes of Organization Change | |
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| The Look of Change | |
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| Organization Change: What We Need to Know | |
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| Priorities | |
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| Conclusion | |
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| Appendix: Annotated Bibliography | |