Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational ChangeWritten for students and professionals alike, Making Sense of Change Management is the classic text in the field of change management. 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. It offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation. This completely revised and fully updated new edition includes new chapters on managing change in tough and uncertain times and the deeper skills of becoming a true agent of change. |
Contents
Introduction | 1 |
Part One The underpinning theory | 11 |
Part Two The applications | 255 |
Part Three Emerging inquiries | 391 |
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Making Sense of Change Management: A Complete Guide to the Models, Tools ... Esther Cameron,Mike Green No preview available - 2012 |
Common terms and phrases
achieve action adaptive aligned anxiety areas assumptions behaviour brand challenges change agent change management change process Chapter clear client coaching communication competencies complex complexity science consultant create cultural change decision effective emergent emotional emotional competencies emotional intelligence employees employer brand ensure environment experience external facilitating feedback feelings focus focused goals humanistic psychology ideas identify implementation important individual initiative integration interventions involved issues izational Kotter leaders need leadership learning look management team managing change MBTI merger or acquisition mergers and acquisitions metaphor motivation Myers-Briggs Type Indicator one’s open space technology organization organization’s organizational change organizational culture people’s performance person planning project management psychodynamic responsibility restructuring role says Senge senior management sense skills specific staff stage stakeholders STOP AND THINK strategy structure style success Table task team members things tion uncertainty understanding values vision