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Organizational Change
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Organizational Change
An Action-Oriented Toolkit

Fourth Edition


September 2019 | 496 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.
 

 
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  
 
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  
Case Study: “Not an option to even consider:” Contending with the pressures to compromise by Bodman & Ingols  
 
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  
Case Study: Sarah’s Snacks by Myers  
 
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  
Case Study: Leading Change: The Pharmacy Team by Coopla  
 
5. Navigating Change through Formal Structures & 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  
Case study: Beck Consulting Corporation by Ingols & Brem  
 
6. Navigating Organizational Politics and Culture
Power Dynamics in Organizations  
Departmental Power  
Organizational Culture and Change  
Tools to Assess the Need for Change  
Summary  
Key Terms  
Checklist: Stakeholder Analysis  
End-of-Chapter Exercises  
Case Study: Patrick’s Problem by Blake-Beard  
 
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  
Case Study: Travelink Solutions by Deszca & Deszca  
 
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  
Case Study: Master Change Agent: Katherine Gottlieb, Southcentral Foundation by Sullivan  
 
9. Action Planning & 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  
Case Study: Turning Around Cote Construction by Ingols, Descza & Cawsey  
 
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  
Case Study: Omada Health: Making the case for digital health by Sullivan & Alpert  
 
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  
Key features
NEW TO THIS EDITION:
  • New critical thinking exercises, checklists, and examples make this edition the most applied and student-friendly yet. 
  • This edition is even more accessible to a diversity of readers, with clarified and simplified theoretical material, models, and language and formatting.
  • New short cases at the end of each chapter helps students apply the theory to a specific situation and reinforce desired learning.
  • New comprehensive cases provide students with an opportunity to further develop their organizational assessment and change implementation skills.
  • New guiding theory and content have been revised to reflect the overarching Change Path Model that helps students see the connections between topics and chapters. 
  • New and updated coverage of key topics such as social media, power dynamics, decision testing, storytelling, and control systems are included. 
     

KEY FEATURES:

  • Organized around The Change Path Model: The book describes the change process in four distinct stages to provide clarity for readers regarding the nature of the change process and the characteristics that need to be managed during the different phases.
  • Takes a pragmatic, action-oriented approach: Frameworks are given to help students understand, plan, implement, and evaluate change.
  • Emphasizes the measurement of change: Students will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool.
  • Demonstrates principles and applications: Engaging, real-world examples, exercises, and cases illustrate theory and concepts.
  • Offers an integrating organizational change model: Each chapter is positioned in the organizational change model so students can see the connections between topics and chapters.
 

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ISBN: 9781544351407
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