Chapter 1

Introduction:
Stories of
Change

Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
 Managing Change
Managing
Change
• Organizational change is a complex process
Why Managing
Change is Not a that deserves careful attention
Simple Matter –
Tension and • While change processes can benefit from
Paradox
thoughtful management, the large range of
Beth Israel
Deaconess
the factors that influence outcomes means
Medical Center that desired outcomes are not guaranteed
Sears Holdings • Reflecting on the experience of change as it
J. C. Penney has occurred in different organizations
Overview of provides insight into the factors that can be
Change
Management
involved and the variety of outcomes that can
occur

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 Why Managing Change is Not a Simple
Matter – Tension and Paradox
Managing
Change

Why Managing
• Transformational change, or ‘sweat the
Change is Not a
Simple Matter –
small stuff’?
Tension and
Paradox
• Organizational capabilities, or personal
Beth Israel
skills?
Deaconess
Medical Center • Rapid change, or the ‘acceleration trap’?
Sears Holdings • Change leader, or distributed
J. C. Penney leadership?
Overview of
Change
• Learning lessons, or implementing
Management
lessons?

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 Beth Israel Deaconess Medical Center
Managing
Change
• Managing a corporate turnaround
Why Managing
Change is Not a • Key change issues:
Simple Matter –
Tension and – Identification of the factors that explain
Paradox
the success of a particular initiative
Beth Israel
Deaconess
– Identifying factors specific to a change
Medical Center situation and those that constitute
Sears Holdings ‘lessons’ applicable more generally
J. C. Penney – The role of the ‘change leader’
Overview of
Change
Management

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 Sears Holdings
Managing
Change

Why Managing
Change is Not a • Evaluating the impact of a
Simple Matter –
Tension and particular style of leading
Paradox
organizational change
Beth Israel
Deaconess
• Linking the appropriateness of a
Medical Center style of leading change to
Sears Holdings characteristics of the context in
J. C. Penney
which the change is occurring
Overview of
• Judging the success of a change
Change initiative
Management

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 J. C. Penney
Managing
Change

Why Managing
Change is Not a
• Evaluating the effectiveness of a
Simple Matter – turnaround strategy
Tension and
Paradox • Managing reactions to change
Beth Israel
Deaconess
• Unanticipated consequences of a
Medical Center change initiative
Sears Holdings

J. C. Penney

Overview of
Change
Management

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 Overview of Change Management
Managing
Change

Why Managing • Images of Managing Change

Change is Not a • Why Change? Contemporary Drivers and Pressures
Simple Matter –
Tension and
• What to Change? A Diagnostic Approach
Paradox • What Changes and What Doesn’t?
• Vision and the Direction of Change
Beth Israel
Deaconess
• Change Communication Strategies
Medical Center • Resistance to Change
• Organizational Development and Sense-Making
Sears Holdings Approaches
J. C. Penney • Change Management, Processual, and Contingency
Approaches
Overview of • Sustaining Change versus Initiative Decay
Change
• The Effective Change Manager: What Does it Take?
Management

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