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• Cover
• Half title
• Title page
• Imprints page
• Contents
• Figures
• Tables
• Cases
• Acknowledgements
• Part A Foundations
• 1 Practising change management
• Introduction
• Foundations of change and change work
• Diagnosing change
• The enquiry–action framework
• Review questions
• Key terms
• References
• 2 Change approach: concepts and framework
• Introduction
• Different change approaches
• Approach one: Van de Ven and Poole’s framework of change
• Approach two: Burnes’s speed and scale approach
• Approach three: Alvesson and Karreman’s metaphors of change
• Approach four: Allen, Maguire and McKelvey’s organisational complexity
• Dealing with specific change challenges
• Conclusion
• Review questions
• Key terms
• References
• Note
• 3 Innovation
• Introduction
• Perspectives on innovation and change
• Managing within a changing landscape
• Innovation: a strategic change
• Innovation frameworks
• The Burke–Litwin model
• Nadler and Tushman’s model
• Conclusion
• Review questions
• Key words
• References
• Part B Diagnosing
• 4 Understanding the change context: internal and external factors
• Introduction
• The complex nature of context
• Context has a central place in organisational change
• Change is complex and occurs within an internal and external context
• Contextual analysis informs change priorities and approach
• Contextual analysis orients and enables change
• Models and frameworks of organisational context
• The purpose and value of contextual models and frameworks
• Recognition of interdependencies and awareness of systemic impacts
• Informal maps and modelling of context
• Formal models of organisational context
• Macro-environment: PEST-based frameworks
• Industry analysis
• Stakeholder analysis
• Integrated implementation models
• Okumus’s strategy implementation framework
• McKinsey 7S
• A comparison of models
• Issues with a contextual view of change
• Complexity and uncertainty
• Contextual analysis needs to be pragmatic and practical
• Review questions
• Key terms
• References
• 5 Clarity and ambiguity
• Introduction
• Framing change objectives: what’s your problem?
• Filling the vacuum
• Specifying change challenges
• Open problem framing
• Closed problem framing
• Strengths and limitations of setting clear change targets
• Review questions
• Key terms
• References
• Notes
• 6 Engagement and vitality
• Introduction
• Vitality as an organisational concept
• Engagement in the workplace
• Low vitality
• High vitality
• Vitality and associated concepts
• Vitality diagnostic
• Review questions
• Key terms
• References
• 7 Stakeholder positioning and dynamics
• Introduction
• Stakeholder positioning
• Putting the mapping technique into action
• Review questions
• Key terms
• References
• 8 Culture, habits and unlearning
• Introduction
• Culture: work as a social phenomenon
• Culture typologies: a window into change
• Strong and weak cultures
• Integrated, differentiated and fragmented cultures
• The cultural web
• Resistance to change
• Lewin’s force field analysis
• A force field analogy
• The context of culture
• Organisational learning
• Review questions
• Key terms
• References
• Notes
• Part C Enacting Change
• 9 Choosing/adopting an approach to change
• Introduction
• Inescapable choices for change
• Change models and approaches
• Lewin’s three-step change model
• Schools of thought
• Planned change
• Planned change and step models
• Organisational development
• Emergent change
• Emergent models
• Processualist school
• Contextualist school
• Popular business systems
• Total quality management (TQM)
• Downsizing
• Business process re-engineering (BPR)
• Lean management
• Organisational change ‘brands’
• Planned/step change brands
• Quality management brands
• Restructuring brands
• Change choices: one way or another
• A general model of choice
• Ad lib
• Adopt
• Adhere
• Adapt
• Schools of thought or pools of thought?
• Considered and informed choice
• Review questions
• Key terms
• References
• 10 Changing structure
• Introduction
• Structure and the environment
• Types of organisational structure
• Entrepreneurial or simple structures
• Functional and divisional structures
• Matrix and project-based structures
• Network structures
• Organic and mechanistic structures
• Enacting structural change
• Review questions
• Key terms
• References
• Note
• 11 Identity and change
• Introduction
• Change and personal identity
• The identity work model
• Analysing Green Circle Construction using the identity work model
• Enacting change and engaging with identity work
• Review questions
• Key terms
• References
• 12 Choosing customers and competitors
• Introduction
• Choosing customers
• Options for adding value: segmentation
• Organisations shaped by and for customers
• Adding and capturing superior value
• Models for choosing customers and markets
• Ansoff matrix model
• Choosing competitors (industries or markets)
• Porter’s five forces model
• Bargaining power of suppliers
• Bargaining power of customers
• Threat of substitutes
• Barriers to entry (threat of new entrants)
• Competitive rivalry
• Balance of forces
• GE–McKinsey matrix
• Strategic group analysis
• Review questions
• Key terms
• References
• 13 Changing processes
• Introduction
• The context and background of process mapping
• Business process re-engineering
• An approach to changing processes
• Review questions
• Key terms
• References
• Note
• 14 Aligning people and activities
• Introduction
• Establishing a psychological contract
• Selection decision-making processes
• Assessing capability
• Assessing willingness
• Making a judgement: deciding on the best candidate
• Enacting change
• Review questions
• Key terms
• References
• Note
• 15 Learning and developing
• Introduction
• The learning cycle model
• Methods of learning and development
• On-the-job learning
• Job rotation
• Training
• Adaptive learning
• Coaching and mentoring
• Reflective learning
• Reflexivity and change
• Enacting practices
• Review questions
• Key terms
• References
• 16 Conversations and stories
• Introduction
• Narratives and communication
• Transactional analysis
• Applying narrative and transactional analyses to NSC Finance
• Enacting change
• Conclusion
• Review questions
• Key words
• References
• Part D Explaining
• 17 Developing and interpreting evidence
• Introduction
• The concept of evidence in change
• Role of evidence in change
• Data
• Techniques used to gather evidence
• Quantitative and qualitative
• Questionnaires
• Interviews
• Focus groups
• Political and social challenges in gathering evidence
• Ethics
• Interpreting
• Evidence feedback
• Conclusion
• Review questions
• Key terms
• References
• 18 The enquiry–action framework in practice
• Introduction
• Change as flux
• Directing
• Coaching
• Stimulating
• Enabling
• The enquiry–action framework
• Planned and unplanned change
• Review questions
• References
• Part E Extended cases
• Contents
• Two start-ups
• Netflix
• Lush
• Greenheck
• What innovation means to Greenheck
• Innovation is risky
• Greenheck’s innovation framework
• References
• Isuzu
• Background
• The problem
• Isuzu’s solution
• Conclusion
• Kodak
• References
• Smile Solutions
• Useful websites
• References
• Nokia
• References
• Sanitarium
• References
• ConsultBiz/ServiceCo
• Zappos
• References
• ABB
• Useful websites
• References
• Note
• Australian Red Cross
• Appendix
• Appendix A: Australian Red Cross ‘Ways of Working’
• Appendix B: Foundation Principles for Managing Change
• References
• Power Provision Ltd
• Lezhang Technology
• In the beginning …
• Lezhang and technology
• Lezhang’s growing phase
• Lezhang’s current position
• Further reading
• A lawyer’s story
• Strength through teamwork
• Thought leadership
• Thinking outside the box
• Being two steps ahead
• Innovation and change
• City of Mayfair
• Analysis of questions: City of Mayfair
• References
• Index