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Organizational Change

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.
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


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


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


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


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


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


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


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


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


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


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


End-of-Chapter Exercises

About the Authors

For instructors

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