Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change

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Kogan Page Publishers, Mar 3, 2015 - Business & Economics - 464 pages

The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them.

This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative.

Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change.


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I purchased this book to help understand my university project and surely it has been a great companion to my studies. It has helped me understand change management in a fairly concise, simple and interesting way. You never feel bored of reading this book which I anticipated before starting this ! an impressive and must read if you are interested in " change".. 


Part One The underpinning theory
Part Two The applications
Part Three Emerging inquiries

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About the author (2015)

Esther Cameron is a founding director of Integral Change Consulting Ltd, where she specializes in complex organizational change projects. Previously a lecturer in Change Management for the University of Bristol, she has been collecting and experimenting with approaches to change across different levels of organizational systems around the world for over 25 years.

Mike Green is director of Transitional Space Ltd, a company dedicated to individual, team and organizational development across the public, private and not-for-profit sectors. He is a Visiting Fellow at Henley Business School, where he tutors and coaches in leadership and change. Mike also delivers bespoke and accredited learning programmes in change management to senior managers and change agents around the world.

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