Organizational Change 3e
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This book is dedicated to our partners: Heather, Bertha, and Steve.
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Organizational Change
An Action-Oriented Toolkit
3e
Tupper F. Cawsey Wilfrid Laurier University
Gene Deszca Wilfrid Laurier University
Cynthia Ingols Simmons College
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Library of Congress Cataloging-in-Publication Data
Cawsey, T. F.
Organizational change: an action-oriented toolkit / Tupper F. Cawsey, Gene Deszca, Cynthia Ingols. — Third edition.
pages cm
Includes index.
ISBN 978-1-4833-5930-4 (pbk.: alk. paper)
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1. Organizational change. I. Deszca, Gene. II. Ingols, Cynthia. III. Title.
HD58.8.C39 2016
658.4′06—dc23 2015006458
This book is printed on acid-free paper.
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Detailed Contents
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Detailed Contents Preface Acknowledgments Chapter 1: Changing Organizations in Our Complex World
Defining Organizational Change The Orientation of This Book
Environmental Forces Driving Change Today The Implications of Worldwide Trends for Change Management
Four Types of Organizational Change Planned Changes Don’t Always Produce the Intended Results
Organizational Change Roles Change Initiators Change Implementers Change Facilitators Common Challenges for Managerial Roles Change Recipients
The Requirements for Becoming a Successful Change Leader Summary Key Terms End-of-Chapter Exercises
Chapter 2: Frameworks for Leading the Process of Organizational Change: “How” to Lead Organizational Change
Differentiating How to Change From What to Change The Processes of Organizational Change (1) Stage Theory of Change: Lewin
Unfreeze Change Refreeze
(2) Stage Model of Organizational Change: Kotter Kotter’s Eight-Stage Process
(3) Giving Voice to Values: Gentile GVV and Organizational Change
(4) Emotional Transitions Through Change: Duck Duck’s Five-Stage Change Curve
(5) Managing the Change Process: Beckhard and Harris (6) The Change Path Model: Cawsey–Deszca–Ingols Application of the Change Path Model
Awakening: Why Change? Mobilization: Gap Analysis of Hotel Operations Acceleration: Getting From Here to There Institutionalization: Measuring Progress Along the Way and Using Measures to Help Make the Change Stick
Summary
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Key Terms End-of-Chapter Exercises
Chapter 3: Frameworks for Diagnosing Organizations: “What” to Change in an Organization Open Systems Approach to Organizational Analysis (1) Nadler and Tushman’s Congruence Model
History and Environment Strategy The Transformation Process Work The Formal Organization The Informal Organization People Outputs An Example Using Nadler and Tushman’s Congruence Model Evaluating 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
Chapter 4: Building and Energizing the Need for Change Understanding the Need for Change
Seek Out and Make Sense of External Data Seek Out and Make Sense of the Perspectives of Stakeholders Seek Out and Make Sense of Internal Data Seek Out and Assess Your Personal Concerns and Perspectives
Assessing the Readiness for Change Heightening Awareness of the Need for Change Factors That Block People From Recognizing the Need for Change
Developing a Powerful Vision for Change The Difference Between an Organizational Vision and a Change Vision Examples of Organizational Change Visions
Google’s Implied Vision for Change in Telecommunications Xerox’s Vision for Creating Agile Business Processes IBM—Diversity 3.0 Ronald McDonald House Charities (RMHC) Vision Tata’s Vision for the Nano World Wildlife Fund: Vision for Its Community Action Initiative—Finding Sustainable Ways of Living Vision for the “Survive to 5” Program Change Vision for “Reading Rainbow”
Summary Key Terms A Checklist for Change: Creating the Readiness for Change
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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
Aligning Systems and Structures With the Environment Structural Changes to Handle Increased Uncertainty Making Formal Structure and System Choices
Using Structures and Systems to Influence the Approval and Implementation of Change Using Formal Structures and Systems to Advance Change Using Systems and Structures to Obtain Formal Approval of a Change Project Using Systems to Enhance the Prospects for Approval Ways to Approach the Approval Process
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 Developing Adaptive Systems and Structures Summary Key Terms Checklist: Change Initiative Approval End-of-Chapter Exercises
Chapter 6: Navigating Organizational Politics and Culture Power Dynamics in Organizations Departmental Power Organizational Culture and Change
How to Analyze a Culture Tips for Change Agents to Assess a Culture
Understanding the Perceptions of Change Identifying the Organizational Dynamics at Play
Summary 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
Not Everyone Sees Change as Negative Responding to Various Feelings in Stakeholders
Positive Feelings in Stakeholders: Channeling Their Energy A