Organizational change : an action-oriented toolkit / Tupper F. Cawsey; Gene Deszca; Cynthia Ingols

Includes index.

This unique toolkit provides insights and practical tools for anyone involved in organizational change. It combines conceptual models with concrete examples and useful exercises to dramatically improve the knowledge, skills and abilities of students in creating effective change.

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 Organization Change Roles The Requirements for Becoming a Successful Change Leader Summary Chapter 2: Frameworks for Leading the Process of Organizational Change Differentiating How to Change From What to Change The Processes of Organizational Change Application of the Change Path Model Summary Chapter 3: Frameworks for Diagnosing Organizations Open Systems Approach to Organizational Analysis The Nadler and Tushman Congruence Model Sterman's Systems Dynamics Model Quinn's Competing Values Model Greiner's Model of Organizational Growth Stacey's Complexity Theory Summary Chapter 4: Building and Energizing the Need for Change Understanding the Need for Change Assessing the Readiness for Change Developing a Powerful Vision for Change The Difference Between an Organizational Vision and a Change Vision Summary 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 Using Structures and Systems to Influence the Approval and Implementation of Change Developing Adaptive Systems and Structures Summary Chapter 6: Navigating Organizational Politics & Culture Power Dynamics in Organizations Organization Culture & Change Understanding the Perceptions of Change Summary Chapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives Responding to Various Feelings in Stakeholders Make the Change of the Psychological Contract Explicit and Transparent Integrity is One Antidote to Skepticism and Cynicism Avoiding Coercion but Pushing Hard: The Sweet Spot? Creating Consistent Signals From Systems and Processes Steps to Minimize the Negative Effects of Change Make Continuous Improvement the Norm Encourage People to Be Change Agents and Avoid the Recipient Trap Summary Chapter 8: Becoming a Master Change Agent Factors That Influence Change Agent Success Developing Into a Change Leader Developmental Stages of Change Leaders Internal and External Consultants: Specialized, Paid Change Agents Summary Chapter 9: Action Planning and Implementation Without a "Do It" Orientation, Things Won't Happen Prelude to Action: Selecting the Correct Path Plan the Work Action Planning Tools Working the Plan Ethically and Adaptively Transition Management Summary Chapter 10: Measuring Change Using Control Processes to Facilitate Change Selecting and Deploying Measures Control Systems and Change Management Other Measurement Tools Summary Chapter 11: Summary Thoughts on Organizational Change Putting The Change Path Model into Practice Future Organizations and Their Impact Becoming an Organizational Change Agent: Specialists & Generalists Paradoxes in Organization Change Orienting Yourself to Organization Change Summary.