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9780230210691

9780230210691

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Published by Dart Zieg

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Published by: Dart Zieg on Jun 21, 2012
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03/05/2014

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Contents
 List o fgures and tables
ix 
 List o case studies
 xi
 List o research reports, examples and change tools
 xii
 Preace
 xiv 
 Acknowledgements
 xx 
 Abbreviations
xxii
Inroducion and overview 1
Part I The nature of change14
1
Paterns of change 16
2
e process of change managemen 40
Part IIRecognizing the need for change and startingthe change process58
3
Recognizing he need for change 60
4
Saring he change process 72
Part IIIDiagnosis84
5
Open sysems models and alignmen 87
6
Oher diagnosic models 105
7
Gahering and inerpreing informaion for diagnosis 122
Parrt IV Managing the people issues140
8
Power, poliics and sakeholder managemen 143
9
e role of leadership in change managemen 159
10
Communicaing change 174
11
Moivaing ohers o change 191
12
Managing personal ransiions 208
13
Modes of inervening 223
Part V Planning and preparing for change240
14
Shaping implemenaion sraegies 243
15
Developing a change plan 258
vii
 

viii
16
Types of inervenion 270
17
Selecing inervenions 283
Part VIImplementing change300
18
Collecive learning in organizaions 304
19
 Acion research 325
20
 Appreciaive inquiry 337
21
Training and developmen 350
22
High performance managemen 359
23
Business process re-engineering 370
24
Lean 379
25
Resrucuring for sraegic gain: mergers and acquisiions 394
26
Merging groups: combining people for enhancedperformance 407
Part VIIReviewing change426
27
Reviewing change 427
Part VIIISustaining change436
28
Making change sick 438
29
Spreading change 448
30
Pulling i all ogeher: a concluding case sudy 456
 Author index
458
Subject index
463
 
16
Patterns of change
1
chapter
T
Shorter Oxford Dictionary
ors svral dniions of cang, ranging from ‘subsiuion or succssion of on ing in plac of anor’ o  ‘alraion in sa or qualiy of anying’. Cangs can b larg or small, voluionary or rvolu-ionary, soug ar or rsisd
.
Tis capr xamins  naur of cang,rviws oris rlaing o parns of cang, considrs som of  facors afacilia or limi cang and xplors som of  implicaions of dirn yps of cang for cang managmn pracic. Anion is also givn o  cs of cang on individuals.T capr nds wi wo xrciss. T rs invis you o analys  naur of  cang involvd in four cas sudis. T scond invis you o rc on naur of  cangs confroning  organizaion you work for, or anor organiz-aion a you know wll, and classify s cangs using  concpual fram- works prsnd in is capr.Unil rcnly almos all rcivd modls of cang wr incrmnal and
 
cumu-laiv. Tis orical consnsus ad implicaions for cang managmn pracic.T aim of plannd cang ors ndd o b coninuous improvmn (wa  Japans rfr o as ‘kaizn’) and mos anion was focusd on canging subsys-ms or pars of  organizaion in urn, rar an amping o cang  wolorganizaion a onc. Ovr  pas 30 yars, owvr, many radiional assumpionsabou  incrmnal naur of cang av bn rvisd.
 he rate of change is not constant
Saring in  la 1970s, usman and is collagus a Columbia Univrsiy sudid undrds of companis in svral indusris ovr im (s usman andRomanlli, 1985; usman  al.,
 
1986). Ty found vidnc o suppor wamany alrady knw. T ra of cang, as an indusry volvs, is no consan. follows a sigmoidal (s-sapd) curv, wi a slow bginning (lag pas) associad wi xprimnaion and slow mark pnraion, a middl priod of rapid grow(log pas) as  produc gains accpanc and as dominan dsigns mrg, andnally a apring o as mor advancd or complly dirn producs aracconsumrs’ anion (Figur 1.1). T parn n sars all ovr again.Similar variaions in  ra of cang wr idnid muc arlir by Ryan andGross (1943), wn y sudid ow 259 farmrs in owa rspondd o  inro-ducion of a nw suprior ybrid sd corn. T nw sd was availabl in 1928 bui was 1932 bfor  rs farmrs bgan planing. n 1934, 16 farmrs adopd nw sd, followd by sligly igr numbrs in  following wo yars. Bu i wasnin yars ar  sds wr rs availabl bfor r was widsprad accp-anc. T brakroug cam in 1937. T rs usrs wr innovaors wo

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