Efnisyfirlit

• Contents
• List of Change in Practice Boxes
• List of Integrative Case Studies
• How to Use This Book
• How to Use the Online Resource Centre
• 1 Introduction
  • The book structure
  • Theory, practice, and you
  • Change and transition
  • Further reading
• PART A: The Change Process
  • 2 Causes of Change
    • Introduction
    • Section 1: Organizational survival
    • Section 2: External environment
    • Section 3: Internal causes of change
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 3 Intentions and Realities of Change
    • Introduction
    • Section 1: The realities of change—scale, span, and timing
    • Section 2: What changes?
    • Section 3: How intentions and realities of change relate
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 4 Emotions of Change
    • Introduction
    • Section 1: The relevance of emotions to organizational change
    • Section 2: Models of adaptation to transition
    • Section 3: Capabilities to support people through transitions
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 5 Sensemaking Processes in Change
    • Introduction
    • Section 1: ‘What’s going on?’ How transitions are interpreted
    • Section 2: Sensemaking—linking understanding and behaviour
    • Section 3: Strategy and sensemaking
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
• PART B: Perspectives on Change
  • 6 Change from the Perspective of Organizational Culture
    • Introduction
    • Section 1: The informal organization—introduction to Part B
    • Section 2: Organizational culture
    • Section 3: The challenges of change from a culture perspective
    • Section 4: How culture changes
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 7 Change from the Perspective of Power and Politics
    • Introduction
    • Section 1: Power and politics and their relevance to organizational change
    • Section 2: Political interventions
    • Section 3: Resistance
    • Section 4: Interventions to increase commitment or decrease resistance
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 8 Change from the Perspective of Organizational Learning
    • Introduction
    • Section 1: Knowledge and organizational learning
    • Section 2: Key factors in organizational learning
    • Section 3: ‘Dynamic capabilities’ and the ‘learning organization’
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
• PART C: Delivering Change
  • 9 Approaches to Change Implementation: Directed Change
    • Introduction
    • Section 1: Directed or facilitated change implementation?
    • Section 2: Directed change methods
    • Section 3: A framework for directed change
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 10 Approaches to Change Implementation: Facilitated Change
    • Introduction
    • Section 1: Why choose a facilitated approach?
    • Section 2: Facilitated methods
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 11 Roles People Play in Change
    • Introduction
    • Section 1: Leaders, managers, and employees
    • Section 2: Change agents
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further Reading
  • 12 Communicating Change
    • Introduction
    • Section 1: Communication strategy
    • Section 2: Tensions and choices in practice
    • Section 3: Communication in specific change scenarios
    • Section 4: The limits of formal communication
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 13 Sustaining Change
    • Introduction
    • Section 1: Perspectives on sustaining change
    • Section 2: Sustaining momentum and institutionalizing change
    • Integrative Case Study
    • Conclusion
    • Change in Practice sources
    • Integrative Case Study sources
    • Further reading
  • 14 Conclusion
    • Is more change happening and is it all necessary?
    • Getting change ‘right’
• Glossary
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • I
  • J
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W
• References
• Index
  • A
  • B
  • C
  • D
  • E
  • F
  • G
  • H
  • I
  • J
  • K
  • L
  • M
  • N
  • O
  • P
  • Q
  • R
  • S
  • T
  • U
  • V
  • W

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