Making sense of change management : a complete guide to the models, tools and techniques of organizational change

465 Pages·2015·4.871 MB·English

by  Cameron, Esther, Green, Mike

Praise for the previous editions of
Making Sense of Change Management
‘There has long been a need for a readable, practical but theoretically under-pinned
book on Change which recognized a multiplicity of perspectives. By combining
the behavioural, humanistic, organizational and cognitive perspectives and by
helping the reader make sense of what each perspective brings to understanding
Change, this book should help students and practitioners. By linking in work on
personality tests such as MBTI™ the book breaks new ground from a practitioner
point of view not least because these tests are widely used in practice. I thoroughly
recommend it.’
Professor Colin Carnall, Director, Executive Education, Cass Business
School
‘Change is a huge thing wherever you work. The key is to make change happen,
and make it happen well – with everyone on side, and everyone happy. This book
provides an extremely stimulating and accessible guide to doing just that. There
are a few people at the Beeb who could do with this. I’ll definitely be placing copies
on a couple of desks at White City.’
Nicky Campbell, Presenter Radio Five Live and BBC1’s The Big Questions
‘This excellent, comprehensive, well-written and logically laid out book presents
change management processes, concepts, models and frameworks in clear terms;
managers on my post-graduate, courses have remarked that this book, has been
of immense value to them when planning and implementing change in their
organisations – a more fitting testimony one cannot ask for.’
Alec Bozas, Graduate School of Business & Leadership, University of
KwaZulu-Natal
‘In today’s rapidly changing world, where emerging markets are becoming the
hot centres of action, no company’s change agenda can be a blueprint for another.
It is in this context that Making Sense of Change Management, a deeply
analytical and thoughtful book on change management, delights. Rather than
applying a rather over-simplified ‘silver bullet’ to every problem, the authors
attempt to give the flavours and the perspectives, leading to informed choices
one has to make. That, to me, is truly valuable.’
Rajeev Suri, India-based entrepreneur, CEO and former Head of Global
Marketing, Infosys
i
‘This impressive book on change is an essential read for any professional manager
who is serious about getting to grips with the important issues of making change
happen.’
Dr Jeff Watkins, former MSc Course Director, Management Research
Centre, University of Bristol
‘I commend it highly. It has a good coverage of relevant theoretical work while at
the same time giving plenty of practical examples. It is written in an accessible
style that engages the reader and it is full of useful ideas without being overly
prescriptive or formulaic.’
Philip Sadler, author of a number of acclaimed business titles and
former chief executive of Ashridge Business School
‘This provides a clear and thorough tour of different models of change.’
Richard Jolly, Adjunct Professor of Organizational Behaviour, London
Business School
‘I really enjoyed this book. I like the straightforward approach, the inclusion of the
author’s opinion and the insight provided by the case studies. This book will be
very useful for those business managers in my organization who need to prepare
themselves for tackling major organizational change.’
Andy Houghton, HR Director, Utilities Company and former Head of
Organization Development, Retail Direct, Royal Bank of Scotland
Group
‘If you’re interested in successfully managing and leading change, then read this
book! It not only covers change from both the individual and organizational
perspective, but also increases the number of options available to you.’
Judi Billing, former Director of IDeA Leadership Academy, Improvement
and Development Agency
‘This book is a great resource for managers thrown into the midst of change, who
need to gain understanding of what happens when you try to make significant
changes in a business, and how best to manage people through it. The authors
have tackled a complex topic in a lively and engaging way, leading readers
through the maze of theory available and offering just the right amount of
practical advice.’
Andy Newall, Group HR Director, Imperial Tobacco
ii
‘This practical handbook, combining contemporary management theory with
very practical suggestions, is an indispensable tool for any manager involved in
change processes. And aren’t we all ...’
Adriaan Vollebergh, Managing Director, Tata Steel Plates, Tata Steel
Europe
‘This is a book which lives up to its title. By combining a guide to the ideas of
key thinkers on change and useful tips for making change happen, it really does
provide a toolkit to help us to make sense of change. It is useful to see a focus
on the individual, team and organizational levels, and in particular, on the role
of the leader in the change process. It is written in a way that makes the book
interesting to read both at length as well as to dip into.’
Dr Richard McBain, Head of Postgraduate Post Experience Programmes,
Henley Business School
‘Surprisingly relevant to my role – a very readable and helpful insight into
how to manage change today, with some teasers as to what to expect as the world
evolves.’
David Owen, Senior Enterprise Architect, Oil and Gas Industry, Canada
‘A comprehensive guide on the topic of change management. What stands out is
its wide coverage of the underpinning theories on change management as well
as practical applications of these theories on different types of change. This makes
the book a fantastic resource not just for field practitioners like me, but also for
students studying the topic of change management.’
Chris Chew, Head of Organization Development, IMC Pan Asia Alliance
Pte Ltd
‘This book serves as an easily readable, un-intimidating, and comprehensive
guide on understanding the complexities of various change projects. It provides
advice and many a useful model to structure and manage a wide range of change
initiatives. A practical toolkit on change management, both for students as well
as practicing management professionals.’
George Philip, Principal Consultant, The Performance Factory, Oman
‘I use MSoCM as a desktop reference guide, always by my side. It is a very
useful resource – intelligent, flexible and practical.’
Ali Nawaz K Showkath, Change Management Specialist, Borouge, UAE
iii
‘This book has got it all! The introduction of lesser known change management
models that add a new dimension to this fascinating field, practical advice rather
than pure theory with tried and tested examples and the standard theory and
models you will find in most change management books. If you need one book that
covers everything you need to know, look no further!’
Anton Hingeston, Founding Director of Change Logic CS, South Africa
‘This book provides a comprehensive discussion of the theoretical and practical
aspects of managing change, drawing on engaging examples to illustrate the
practical application of the points raised. It also encourages the reader to stop,
think and apply the information presented to their own work. I would recommend
it to anyone learning about managing change, either as part of a programme
of study, or a part of their work.’
Jaqui Hewitt-Taylor, Senior Lecturer, Faculty of Health and Social
Sciences, Bournemouth University
‘A great book that helped my students look at change from a macro to micro view;
from change effects on the whole down to the individual, demonstrating the
importance of teamwork.’
Ashley Cooke, Senior Lecturer, Anglia Ruskin University
‘Change management is something which is either done well or appallingly badly.
This book guides leaders and managers towards successful implementation of
change which embeds and becomes standard practice.’
Anne Fenech, International Fellow, University of Southampton
iv
MAKING
SENSE OF
CHANGE
MANAGEMENT
v
Additional online resources, including case studies and activities,
can be accessed at www.koganpage.com/product/making-sense-of-
change-management-9780749472580
vi
MAKING
SENSE OF
CHANGE
MANAGEMENT
A complete guide to the models, tools
and techniques of organizational change
4th edition
Esther Cameron and Mike Green
vii
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is accurate
at the time of going to press, and the publishers and authors cannot accept responsibility for any
errors or omissions, however caused. No responsibility for loss or damage occasioned to any person
acting, or refraining from action, as a result of the material in this publication can be accepted by
the editor, the publisher or either of the authors.
First published in Great Britain and the United States in 2004 by Kogan Page Limited
Second edition 2009
Third edition 2012
Fourth edition 2015
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as
permitted under the Copyright, Designs and Patents Act 1988, this publication may only be repro-
duced, stored or transmitted, in any form or by any means, with the prior permission in writing of
the publishers, or in the case of reprographic reproduction in accordance with the terms and licences
issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the
publishers at the undermentioned addresses:
2nd Floor, 45 Gee Street 1518 Walnut Street, Suite 1100 4737/23 Ansari Road
London EC1V 3RS Philadelphia PA 19102 Daryaganj
United Kingdom USA New Delhi 110002
www.koganpage.com India
© Esther Cameron and Mike Green, 2004, 2009, 2012, 2015
The right of Esther Cameron and Mike Green to be identified as the authors of this work has been
asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 7258 0
E-ISBN 978 0 7494 7259 7
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Cameron, Esther.
Making sense of change management : a complete guide to the models, tools and techniques of
organizational change / Esther Cameron, Mike Green. – Fourth edition.
pages cm
ISBN 978-0-7494-7258-0 (paperback) – ISBN 978-0-7494-7259-7 (ebk) 1. Organizational change–
Management. 2. Teams in the workplace–Management. 3. Reengineering (Management)
4. Information technology–Management. I. Green, Mike, 1959- II. Title.
HD58.8.C317 2015
658.4’06–dc23
2014047414
Typeset by Graphicraft Limited, Hong Kong
Print production managed by Jellyfish
Printed and bound in Great Britain by CPI Group (UK) Ltd, Croydon CR0 4YY
viii
Contents
MAKING SENSE OF CHANGE MANAGEMENT vii
Introduction 1
WHO THIS BOOK IS AIMED AT 2
THE BASIC CONTENT OF THE BOOK 2
WHY EXPLORE DIFFERENT APPROACHES TO CHANGE? 3
OVERVIEW OF STRUCTURE 6
MESSAGE TO READERS 8
Part One 9
The underpinning theory 9
1 12
Individual change 12
INTRODUCTION 12
LEARNING AND THE PROCESS OF CHANGE 14
THE BEHAVIOURAL APPROACH TO CHANGE 19
THE COGNITIVE APPROACH TO CHANGE 25
THE PSYCHODYNAMIC APPROACH TO CHANGE 31
THE HUMANISTIC PSYCHOLOGY APPROACH TO CHANGE 39
PERSONALITY AND CHANGE 49
MANAGING CHANGE IN SELF AND OTHERS 52
SUMMARY AND CONCLUSIONS 58
INTRODUCTION 60
WHAT IS A GROUP AND WHEN IS IT A TEAM? 61
WHY WE NEED TEAMS 63
THE TYPES OF ORGANIZATIONAL TEAMS 64
HOW TO IMPROVE TEAM EFFECTIVENESS 71
WHAT TEAM CHANGE LOOKS LIKE 74
THE LEADERSHIP ISSUES IN TEAM CHANGE 80
HOW INDIVIDUALS AFFECT TEAM DYNAMICS 83
HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE 87
SUMMARY AND CONCLUSIONS 92
HOW ORGANIZATIONS REALLY WORK 95
MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE 105
SUMMARY AND CONCLUSIONS 128
INTRODUCTION 132
VISIONARY LEADERSHIP 136
ROLES THAT LEADERS PLAY 145
LEADERSHIP STYLES, QUALITIES AND SKILLS 152
DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE 161
THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES 169
SUMMARY AND CONCLUSIONS 173
INTRODUCTION 176
MODELS OF CHANGE AGENCY 177
THE CONSULTING PROCESS 180
CHANGE AGENT TOOLS AND FRAMEWORKS 189
COMPETENCIES OF THE CHANGE AGENT 198
DEEPER ASPECTS OF BEING A CHANGE AGENT 205
SUMMARY AND CONCLUSIONS 222
Part Two 225
The applications 225
STRATEGIC CHANGE PROCESS 226
OVERVIEW OF STRUCTURE 228
REASONS FOR RESTRUCTURING 233
THE RESTRUCTURING PROCESS 234
RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY 252
ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE 257
CONCLUSION 259
THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY 265
Contents LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS 270
APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS 283
SUMMARY 294
8 296
Culture and change 296
INTRODUCTION 296
PERSPECTIVES ON CULTURE 298
HOW DO WE GET A SPECIFIC CULTURE IN THE FIRST PLACE? 301
VALUES – THE KEY TO UNDERSTANDING CULTURE 308
FACILITATING CULTURE CHANGE 313
SHIFTING SANDS OF CULTURE 329
SUMMARY OF KEY PRINCIPLES OF CULTURAL CHANGE 330
Project- and programme-led change 335
INTRODUCTION 335
UNDERSTANDING PROJECTS AND PROGRAMMES 337
PROJECT SUCCESS RATES 341
SHORTCOMINGS OF PROJECT MANAGEMENT APPROACHES 344
BALANCING FLEXIBITY WITH CONTROL 351
IMPROVING THE GOVERNANCE AND ORGANIZATIONAL LEADERSHIP OF PROJECTS 358
CONCLUSION 364
Part Three 365
Emerging inquiries 365
INTRODUCTION 367
WHEN IS CHANGE COMPLEX? 368
Acknowledgements xii UNDERSTANDING HOW COMPLEXITY SCIENCE APPLIES TO ORGANIZATIONAL CHANGE 369
TOOLS THAT SUPPORT COMPLEX CHANGE 378
THE ROLE OF LEADERS IN COMPLEX CHANGE 383
SUMMARY AND CONCLUSIONS 385
11 387
Introduction 1 Leading change in uncertain times 387
INTRODUCTION 387
THE IMPACT OF UNCERTAINTY ON OUR WORKING LIVES 389
Who this book is aimed at 2; The basic content of the book 2; DECISION MAKING IN AN UNCERTAIN WORLD 399
SKILLS AND TOOLS TO SUPPORT LEADING CHANGE THROUGH UNCERTAINTY 410
SUMMARY AND CONCLUSIONS 418
Why explore different approaches to change? 3; Overview of HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK 422
structure 6; Message to readers 8
PART ONE: THE UNDERPINNING THEORY 9
1 Individual change 12
Introduction 12; Learning and the process of change 14; The
behavioural approach to change 19; The cognitive approach
to change 25; The psychodynamic approach to change 31;
The humanistic psychology approach to change 39;
Personality and change 49; Managing change in self and
others 52; Summary and conclusions 58
2 Team change 60
Introduction 60; What is a group and when is it a team? 61;
Why we need teams 63; The types of organizational teams 64;
How to improve team effectiveness 71; What team change
looks like 74; The leadership issues in team change 80;
ix