Table Of ContentOrganizational 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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FOR INFORMATION:
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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
Ambivalent Feelings in Stakeholders: They Can Be Useful
Negative Reactions to Change by Stakeholders: These Too Can Be Useful
Make the Change of the Psychological Contract Explicit and Transparent
Predictable Stages in the Reaction to Change
Stakeholders’ Personalities Influence Their Reactions to Change
Prior Experience Impacts a Person’s and Organization’s Perspective on Change
Coworkers Influence Stakeholders’ Views
Feelings About Change Leaders Make a Difference
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