Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change

How can organizations effectively navigate times of change? This book provides comprehensive guidance on adapting mindsets, structures and strategies to achieve success.

Without relying on assumed knowledge, Making Sense of Change Management covers the theories and models of change management and connects them to workable techniques that organizations of all types and sizes can use to adapt to tough market conditions. The updated sixth edition includes an introduction to emerging regenerative mindsets around change that will help meet the urgency of change during crises. There is coverage of how COVID-19, remote work and the focus on compassionate leadership has affected the way change is managed in organizations.

This definitive, bestselling text in the field shows how to succeed by changing strategies, structures, mindsets, behaviours and expectations of staff and managers. Supported by thoughtful and provocative questions at the end of each chapter, as well as checklists, tips and summaries to apply knowledge in practice, Making Sense of Change Management remains essential reading for both students and practitioners who are currently part of, or leading, a change initiative. Online resources include international case study question packs and lecture slides with further reflective questions.

ISBN-13: 9781398612853

Media Type: Paperback(6th ed.)

Publisher: Kogan Page, Ltd.

Publication Date: 01-30-2024

Pages: 544

Product Dimensions: 6.69(w) x 9.45(h) x 0.00(d)

Esther Cameron is the Founder of Simple Connected Conversations, a consultancy that helps leaders and their teams shift their working paradigms to healthier, regenerative and dynamic practices to deal with change. Based in Bath, UK, clients have included Shell, Tata Steel and several British government departments. Mike Green was previously the Managing Director of Transitional Space, a consultancy firm specializing in change management, leadership development and coaching. Based in Bath, UK, he was a Visiting Executive Fellow at Henley Business School and delivered accredited programmes in change management to senior managers and change agents globally.

Table of Contents

** Chapter - 00: Introduction; * Section - ONE: The underpinning theory; ** Chapter - 01: Individual change; ** Chapter - 02: Team change; ** Chapter - 03: Organizational change; ** Chapter - 04: Leading change; ** Chapter - 5: The change agent; * Section - TWO: The applications; ** Chapter - 06: Restructuring, Mergers and Acquisitions; ** Chapter - 07: Culture and change; ** Chapter - 08: Remote and hybrid working; ** Chapter - 09: Digital transformation; ** Chapter - 10: Becoming a sustainable business; * Section - THREE: Emerging inquiries; ** Chapter - 11: Complex change; ** Chapter - 12: Leading change in uncertain times; ** Chapter - 13: Project- and programme-led change; ** Chapter - 14: Conclusion;