Efnisyfirlit

• Coverpage
• Halftitle page
• Title page
• Copyright page
• Dedication
• Contents
• List of cases
• Acknowledgements
• Part A Foundations
• 1 Practising change management
• 2 Current perspectives and classic ideas
• Part B Diagnosing
• 3 Clarity and ambiguity
• 4 Engagement and vitality
• 5 Stakeholder positioning and dynamics
• 6 Culture, habits and unlearning
• Part C Enacting Change
• 7 Changing structure
• 8 Identity and change
• 9 Choosing customers and competitors
• 10 Changing processes
• 11 Aligning people and activities
• 12 Learning and developing
• 13 Changing through dialogue
• Part D Explaining
• 14 Developing/interpreting evidence, reflexive learning
• 15 Accounting for change
• 16 The enquiry–action framework in practice
• Part E Extended Cases
• Case 1 ABB
• Case 2 ITS Canada
• Case 3 Island Opera
• Case 4 Oticon
• Case 5 Admiral Insurance
• Case 6 Power Provision plc
• Case 7 Nokia251
• Case 8 Her Majesty’s Revenue and Customs
• Case 9 Apple
• Index