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Organizational Change
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Organizational Change
An Action-Oriented Toolkit

Fourth Edition


August 2019 | 480 pages | SAGE Publications, Inc
Show managers of all stripes how to be key change leaders.

In today’s world, organizational resilience, adaptability and agility gain new prominence. Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, and Tupper F. Cawsey provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. The Fourth Edition includes new critical thinking exercises, cases, checklists, and examples as well as updated coverage of key topics such as social media, power dynamics, decision testing, storytelling, and control systems.
 
 
Preface
 
Acknowledgments
 
CHAPTER 1 • Changing Organizations in Our Complex World
Defining Organizational Change

 
The Orientation of This Book

 
The Implications of Worldwide Trends for Change Management

 
Organizational Change Roles

 
The Requirements for Becoming a Successful Change Leader

 
Summary

 
Key Terms

 
End-of-Chapter Exercises

 
 
CHAPTER 2 • How to Lead Organizational Change: Frameworks
Differentiating How to Change from What to Change

 
The Processes of Organizational Change

 
(1) Stage Theory of Change: Lewin

 
(2) Stage Model of Organizational Change: Kotter

 
(3) Giving Voice to Values: Gentile

 
(4) Emotional Transitions Through Change: Duck

 
(5) Managing the Change Process: Beckhard and Harris

 
(6) The Change Path Model: Deszca and Ingols

 
Application of the Change Path Model

 
Summary

 
Key Terms

 
End-of-Chapter Exercises

 
 
CHAPTER 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis

 
(1) Nadler and Tushman’s Congruence Model

 
(2) Sterman’s Systems Dynamics Model

 
(3) Quinn’s Competing Values Model

 
(4) Greiner’s Model of Organizational Growth

 
(5) Stacey’s Complexity Theory

 
Summary

 
Key Terms

 
End-of-Chapter Exercises

 
 
CHAPTER 4 • Building and Energizing the Need for Change
Understanding the Need for Change

 
Assessing the Readiness for Change

 
Developing a Powerful Vision for Change

 
The Difference Between an Organizational Vision and a Change Vision

 
Examples of Visions for Change

 
Summary

 
Key Terms

 
A Checklist for Change: Creating the Readiness for Change

 
End-of-Chapter Exercises

 
 
CHAPTER 5 • Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems

 
Impact of Uncertainty and Complexity on Formal Structures and Systems

 
Formal Structures and Systems From an Information Perspective

 
Using Structures and Systems to Influence the Approval and Implementation of Change

 
Aligning Strategically, Starting Small, and “Morphing” Tactics

 
The Interaction of Structures and Systems with Change During Implementation

 
Using Structures and Systems to Facilitate the Acceptance of Change

 
Summary

 
Key Terms

 
Checklist: Change Initiative Approval

 
End-of-Chapter Exercises

 
 
CHAPTER 6 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations

 
Organizational Culture and Change

 
Tools to Assess the Need for Change

 
Summary

 
Key Terms

 
Checklist: Stakeholder Analysis

 
End-of-Chapter Exercises

 
 
CHAPTER 7 • Managing Recipients of Change and Influencing Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives

 
Responding to Various Feelings in Stakeholders

 
Make the Change of the Psychological Contract Explicit and Transparent

 
Integrity is One Antidote to Skepticism and Cynicism

 
Avoiding Coercion but Pushing Hard: The Sweet Spot?

 
Creating Consistent Signals from Systems and Processes

 
Steps to Minimize the Negative Effects of Change

 
Make Continuous Improvement the Norm

 
Encourage People to Be Change Agents and Avoid the Recipient Trap

 
Summary

 
Key Terms

 
Checklist: How to Manage and Minimize Cynicism About Change

 
End-of-Chapter Exercises

 
 
CHAPTER 8 • Becoming a Master Change Agent
Factors That Influence Change Agent Success

 
Developing into a Change Leader

 
Developmental Stages of Change Leaders

 
Four Types of Change Leaders

 
Internal Consultants: Specialists in Change

 
External Consultants: Specialized, Paid Change Agents

 
Change Teams

 
Change from the Middle: Everyone Needs to Be a Change Agent

 
Rules of Thumb for Change Agents

 
Summary

 
Key Terms

 
Checklist: Structuring Work in a Change Team

 
End-of-Chapter Exercises

 
 
CHAPTER 9 • Action Planning and Implementation
Without a “Do It” Orientation, Things Won’t Happen

 
Prelude to Action: Selecting the Correct Path

 
Plan the Work

 
Action Planning Tools

 
Working the Plan Ethically and Adaptively

 
Transition Management

 
Summary

 
Key Terms

 
End-of-Chapter Exercises

 
 
CHAPTER 10 • Get and Use Data Throughout the Change Process
Selecting and Deploying Measures

 
Measurement Systems and Change Management

 
Other Measurement Tools

 
Summary

 
Key Terms

 
Checklist: Creating a Balanced Scorecard

 
End-of-Chapter Exercises

 
 
CHAPTER 11 • The Future of Organizations and the Future of Change
Putting the Change Path Model into Practice

 
Future Organizations and Their Impact

 
Becoming an Organizational Change Agent: Specialists and Generalists

 
Paradoxes in Organizational Change

 
Orienting Yourself to Organizational Change

 
Summary

 
End-of-Chapter Exercises

 
 
Notes
 
Index
 
About the Authors

For instructors

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