DISCUSS WHAT YOU NOTICED ABOUT THE ORGANIZATIONAL CULTURE OF THE FUYAO GLASS COMPANY? PLEASE REFER THE THE TEXTBOOK AND LECTURES? CHAPTER CHAPTER 8?CULTURE AND CHANGE? 750 WORDS AND MAKE C

Praise for the previous editions of Making Sense of Change Management

‘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

‘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, Managing Director of YSC and former Head of Organization Development, Retail Direct, Royal Bank of Scotland Group

‘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, Chief Executive, Executive Education, Cass Business School

‘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

‘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

i

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 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 United Biscuits and former Organizational Effectiveness Director, Allied Domecq plc

‘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

‘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, Director, 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

ii

MAKING SENSE OF CHANGE

MANAGEMENT

iii

iv

THIS PAGE IS INTENTIONALLY LEFT BLANK

MAKING SENSE OF CHANGE

MANAGEMENT A complete guide to the models, tools

and techniques of organizational change

3rd edition

Esther Cameron and Mike Green

THIS PAGE IS INTENTIONALLY LEFT BLANK

v

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

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:

120 Pentonville Road London N1 9JN United Kingdom www.koganpage.com

1518 Walnut Street, Suite 1100 Philadelphia PA 19102 USA

4737/23 Ansari Road Daryaganj New Delhi 110002 India

© Esther Cameron and Mike Green, 2004, 2009, 2012

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 6435 6 E-ISBN 978 0 7494 6436 3

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. – 3rd ed. p. cm. Includes bibliographical references and index. ISBN 978-0-7494-6435-6 – ISBN 978-0-7494-6436-3 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 2012 658.4’06–dc23 2011048827

Typeset by Graphicraft Ltd, Hong Kong Printed and bound in India by Replika Press Pvt Ltd

vi

Contents

Acknowledgements xi

Introduction 1 Who this book is aimed at 2; The basic content of the book 3; Why explore different approaches to change? 4; Overview of structure 6; Message to readers 9

PART ONE: THE UNDERPINNING THEORY 11

1 Individual change 14 Introduction 14; Learning and the process of change 16; The behavioural approach to change 22; The cognitive approach to change 28; The psychodynamic approach to change 36; The humanistic psychology approach to change 45; Personality and change 56; Managing change in self and others 58; Summary and conclusions 66

Contents Contents vii Acknowledgements xi WHO THIS BOOK IS AIMED AT 2 THE BASIC CONTENT OF THE BOOK 3 WHY EXPLORE DIFFERENT APPROACHES TO CHANGE? 4 OVERVIEW OF STRUCTURE 6 MESSAGE TO READERS 9 The underpinning theory 11 INTRODUCTION 14 LEARNING AND THE PROCESS OF CHANGE 16 THE BEHAVIOURAL APPROACH TO CHANGE 22 THE COGNITIVE APPROACH TO CHANGE 28 THE PSYCHODYNAMIC APPROACH TO CHANGE 36 T H E H U M A N I S T I C P S Y C H O L O G Y A P P R O A C H TO CHANGE 45 PERSONALITY AND CHANGE 56 MANAGING CHANGE IN SELF AND OTHERS 58 SUMMARY AND CONCLUSIONS 66 Team change 69 INTRODUCTION 69 WHAT IS A GROUP AND WHEN IS IT A TEAM? 70 WHY WE NEED TEAMS 72 THE TYPES OF ORGANIZATIONAL TEAMS 73 HOW TO IMPROVE TEAM EFFECTIVENESS 82 WHAT TEAM CHANGE LOOKS LIKE 85 THE LEADERSHIP ISSUES IN TEAM CHANGE 91 HOW INDIVIDUALS AFFECT TEAM DYNAMICS 95 HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE 101 SUMMARY AND CONCLUSIONS 105 Organizational change 107 HOW ORGANIZATIONS REALLY WORK 108 M O D E L S O F A N D A P P R O A C H E S T O ORGANIZATIONAL CHANGE 119 SUMMARY AND CONCLUSIONS 147 Leading change 151 INTRODUCTION 151 VISIONARY LEADERSHIP 156 ROLES THAT LEADERS PLAY 166 LEADERSHIP STYLES, QUALITIES AND SKILLS 174 D I F F E R E N T L E A D E R S H I P F O R D I F F E R E N T PHASES OF CHANGE 184 T H E I M P O R T A N C E O F S E L F – K N O W L E D G E A N D INNER RESOURCES 192 SUMMARY AND CONCLUSIONS 197 The change agent 201 INTRODUCTION 201 MODELS OF CHANGE AGENCY 202 THE CONSULTING PROCESS 205 CHANGE AGENT TOOLS AND FRAMEWORKS 215 COMPETENCIES OF THE CHANGE AGENT 226 DEEPER ASPECTS OF BEING A CHANGE AGENT 233 SUMMARY AND CONCLUSIONS 252 The applications 255 STRATEGIC CHANGE PROCESS 256 OVERVIEW OF STRUCTURE 258 Restructuring 261 REASONS FOR RESTRUCTURING 263 THE RESTRUCTURING PROCESS 264 R E S T R U C T U R I N G F R O M A N I N D I V I D U A L C H A N G E P E R S P E C T I V E : THE SPECIAL CASE OF REDUNDANCY 285 E N A B L I N G T E A M S T O A D D R E S S ORGANIZATIONAL CHANGE 290 CONCLUSION 296 Mergers and acquisitions 297 T H E P U R P O S E O F M E R G E R AND ACQUISITION ACTIVITY 298 LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS 304 A P P L Y I N G T H E C H A N G E T H E O R Y : GUIDELINES FOR LEADERS 319 SUMMARY 332 G U I D E L I N E S F O R A C H I E V I N G S U C C E S S F U L CULTURAL CHANGE 338 CASE STUDY ONE: ALIGNING THE ORGANIZATION 341 CASE STUDY TWO: REBRANDING THE ORGANIZATION 348 CASE STUDY THREE: CREATING AN EMPLOYER BRAND 356 STRATEGY AND IT 365 THE ROLE OF IT MANAGEMENT 369 THE NEED FOR IT CHANGE MANAGERS 373 ACHIEVING PROCESS CHANGE 378 CHANGING THE INFORMATION CULTURE 385 NEW RULES FOR A NEW AGE 388 SUMMARY AND CONCLUSIONS 389 Emerging inquiries 391 Complex change 393 INTRODUCTION 393 WHEN IS CHANGE COMPLEX? 394 U N D E R S T A N D I N G H O W C O M P L E X I T Y S C I E N C E APPLIES TO ORGANIZATIONAL CHANGE 395 TOOLS THAT SUPPORT COMPLEX CHANGE 405 THE ROLE OF LEADERS IN COMPLEX CHANGE 411 SUMMARY AND CONCLUSIONS 414 INTRODUCTION 416 T H E I M P A C T O F U N C E R T A I N T Y O N OUR WORKING LIVES 418 DECISION MAKING IN AN UNCERTAIN WORLD 430 S K I L L S A N D T O O L S T O S U P P O R T L E A D I N G CHANGE THROUGH UNCERTAINTY 442 SUMMARY AND CONCLUSIONS 452 Conclusion 455 H O W T O G E T I N T O U C H W I T H T H E A U T H O R S OF THIS BOOK 456 References 457 Index 471

vii

Contents ___________________________________________________________________

viii

2 Team change 69 Introduction 69; What is a group and when is it a team? 70; Why we need teams 72; The types of organizational teams 73; How to improve team effectiveness 82; What team change looks like 85; The leadership issues in team change 91; How individuals affect team dynamics 95; How well teams initiate and adapt to organizational change 101; Summary and conclusions 105

3 Organizational change 107 How organizations really work 108; Models of and approaches to organizational change 119; Summary and conclusions 147

4 Leading change 151 Introduction 151; Visionary leadership 156; Roles that leaders play 166; Leadership styles, qualities and skills 174; Different leadership for different phases of change 184; The importance of self-knowledge and inner resources 192; Summary and conclusions 197

5 The change agent 201 Introduction 201; Models of change agency 202; The consulting process 205; Change agent tools and frameworks 215; Competencies of the change agent 226; Deeper aspects of being a change agent 233; Summary and conclusions 252

PART TWO: THE APPLICATIONS 255

Strategic change process 256; Overview of structure 258

6 Restructuring 261 Reasons for restructuring 263; The restructuring process 264; Restructuring from an individual change perspective: the special case of redundancy 285; Enabling teams to address organizational change 290; Conclusion 296

___________________________________________________________________ Contents

ix

7 Mergers and acquisitions 297 The purpose of merger and acquisition activity 298; Lessons from research into successful and unsuccessful mergers and acquisitions 304; Applying the change theory: guidelines for leaders 319; Summary 332

8 Cultural change 334 Guidelines for achieving successful cultural change 338; Case study one: aligning the organization 341; Case study two: rebranding the organization 348; Case study three: creating an employer brand 356

9 IT-based process change 362 Strategy and IT 365; The role of IT management 369; The need for IT change managers 373; Achieving process change 378; Changing the information culture 385; New rules for a new age 388; Summary and conclusions 389

PART THREE: EMERGING INQUIRIES 391

10 Complex change 393 Introduction 393; When is change complex? 394; Understanding how complexity science applies to organizational change 395; Tools that support complex change 405; The role of leaders in complex change 411; Summary and conclusions 414

11 Leading change in uncertain times 416 Introduction 416; The impact of uncertainty on our working lives 418; New organizational forms and ways of doing business 424; New careers and the need for ‘managing oneself’ 428; Decision making in an uncertain world 430; Skills and tools to support leading change through uncertainty 442; Summary and conclusions 452

Contents ___________________________________________________________________

x

Conclusion 455 How to get in touch with the authors of this book 456

References 457 Index 471

Acknowledgements

We want to start by acknowledging the many people in organizations with whom we have worked over the years. You are all in here in some shape or form! We have worked with many generous, courageous and inspiring managers of change who we thank for the privilege of working alongside them to make real change happen. Without these experiences the book would be a dry catalogue of theory, devoid of life and character.

Then of course there are our colleagues who challenge and support us every day as we reflect on our work and make decisions about what to do next. Particular thanks go from Mike to Andy Holder, Mhairi Cameron, Philip Darley and Tim Hockridge, who probably do not know how much they are appreciated, and to Mike’s MBA and Executive Education Pro- gramme Members at Henley Business School for a never-ending supply of ideas and challenges. Esther wants to specially acknowledge Nick Mayhew for his encouragement, wisdom and sensitive feedback, particu- larly in relation to Chapter 11, Anne-Marie Saunders and Alex Clark for their humour, friendship and generosity in sharing their expertise; so many of their insights are embedded in this book. Also, thanks go to Esther’s learning set who really boosted the leadership chapter in particular.

xi

xii

Acknowledgements __________________________________________________________

Thanks too to Bill Critchley for his ideas on linking metaphor and change, which form the bedrock of the organizational change chapter.

Really special thanks go to Ailsa Cameron for her wonderful pictures, which soften the pages so beautifully.

We also want to thank from the bottom of our hearts the hard-working reviewers who squeezed the time out of their busy agendas to read draft versions of these chapters. Special thanks go to Louise Overy, Steve Summers, Duncan Cameron, Mervyn Smallwood, Peter Hyson, Richard Lacey and Richard Smith for their timely and thoughtful suggestions throughout the iterative process of writing the book.

Our families have helped too by being very patient and supportive. So love and thanks from Mike to his children Lewin, Oliver and Brigit, who make it all worthwhile. Love and thanks too from Esther to Duncan, Ailsa, Ewan and Katka amongst many others who have walked dogs and cleaned-up when I’ve had my head in my PC.

We also want to thank each other. We have learnt a lot from this rich and sometimes rocky process of writing a book together. We do not always see things the same way, and we do not work from an identical set of assumptions about change, so the book is the culmination of much healthy airing of views. Let’s hope we are still writing, talking and enjoy- ing each other’s company many years from now.

Note: The Myers-Briggs Type Indicator™ and MBTI™ are registered trade- marks of Consulting Psychologists Press. Anyone interested in knowing more about Myers-Briggs should contact Consulting Psychologists Press in the United States (800-624-1765) and OPP in the UK (08708 728 727).

Introduction

I balance on a wishing well that all men call the world. We are so small between the stars, so large against the sky, and lost amongst the subway crowd I try and catch your eye.

L Cohen

This book is about making sense of change management. The world we live in continues to change at an intense rate. Not a day goes by, it seems, with- out another important discovery or boundary-pushing invention in the scientific fields. The economics of global- ization seems to dominate much of our political and corporate thinking, while the shadow side of globalization – re- fugees, exploitation, terrorism and the like – develops at an equally alarming pace.

1

Making sense of change management ___________________________________________

2

The rate of change and discovery outpaces our individual ability to keep up with it. The organizations we work in or rely on to meet our needs and wants are also changing dramatically, in terms of their strate- gies, their structures, their systems, their boundaries and of course their expectations of their staff and their managers.

WHO THIS BOOK IS AIMED AT

Making Sense of Change Management is aimed at anyone who wants to begin to understand why change happens, how change happens and what needs to be done to make change a more welcoming concept. In particular we hope that leaders and managers in organizations might appreciate a book that does not give them the one and only panacea, but offers insights into different frameworks and ways of approaching change at an individual, team and organizational level.

We are mindful of the tremendous pressures and priorities of prac- tising managers – in both the private and the public sector – and Making Sense of Change Management is our attempt at making their lives that little bit easier. It is also our attempt at convincing them that addressing the issues that cause change to be so poorly managed in organizations will lead not only to more satisfying experiences for them, but to more fulfill- ing lives for their staff.

Framework: an essential supporting structure; Model: a simplified description of a system; Tool: a thing used in an occupation or pursuit; Technique: a means of achieving one’s purpose.

Concise Oxford Dictionary

Students of learning – be they MBA or MSc programme members, or individuals who just want to do things better – will hopefully find some models, tools and techniques that bridge the gap between the purely academic and the more pragmatic aspects of management theory and

________________________________________________________________ Introduction

3

practice. The intention is to help them to make sense of the changes that they will undergo, initiate and implement.

THE BASIC CONTENT OF THE BOOK

We focus our attention on individual, team and organizational change with good reason. Many readers will be grappling with large-scale change at some point, which might be departmental, divisional or whole organ- izational change. Whatever the level or degree of organizational change, the people on the receiving end are individual human beings. It is they who will ultimately cause the change to be a success or a failure. Without looking at the implications of change on individuals we can never really hope to manage large-scale change effectively.

In addition, one of the themes of organizational life over recent years has been the ascendancy of the team. Much of today’s work is organized through teams and requires team collaboration and teamworking for it to succeed. Very little has been written about the role of teams in organiza- tional change, and we have attempted to offer some fresh ideas mixed with some familiar ones.

A thread running through the book is the crucial role of leadership. If management is all about delivering on current needs, then leadership is all about inventing the future. There is a specific chapter on leadership, but you will find the importance of effective leadership arising throughout.

In some respects the chapters on individual, team and organizational change, together with the chapter on leadership of change, are freestand- ing and self-contained. However, we have also included application chapters where we have chosen a number of types of change, some of which, no doubt, will be familiar to you. These chapters aim to provide guidelines, case studies and learning points for those facing specific organizational challenges. Here the individual, team and organizational aspects of the changes are integrated into a coherent whole.

In addition to the application chapter on managing complex change that we added for the second edition, we have added two new chapters for the third edition – one on the role and nature of the change agent and another on leading change in uncertain times.

Making sense of change management ___________________________________________

4

WHY EXPLORE DIFFERENT APPROACHES TO CHANGE?

Managers in today’s organizations face some bewildering challenges. Paul Evans (2000) says that 21st century leadership of change issues is not simple; he sees modern leadership as a balancing act. He draws our atten- tion to the need for leaders to accept the challenge of navigating between opposites. Leaders have to balance a track record of success with the ability to admit mistakes and meet failure well. They also have to balance short-term and long-term goals, be both visionary and pragmatic, pay attention to global and local issues and encourage individual account- ability at the same time as enabling team work.

It is useful to note that while some pundits encourage leaders to lead rather than manage, Paul Evans is emphasizing the need for leaders to pay attention to both management and leadership. See the box for a list of paradoxes that managers at Lego are asked to manage.

THE 11 PARADOXES OF LEADERSHIP THAT HANG ON THE WALL OF EVERY LEGO MANAGER

• To be able to build a close relationship with one’s staff, and to keep a suitable distance.

• To be able to lead, and to hold oneself in the background.

• To trust one’s staff, and to keep an eye on what is happening.

• To be tolerant, and to know how you want things to function.

• To keep the goals of one’s department in mind, and at the same time to be loyal to the whole firm.

• To do a good job of planning your own time, and to be flexible with your schedule.

• To freely express your view, and to be diplomatic.

• To be a visionary, and to keep one’s feet on the ground.

• To try to win consensus, and to be able to cut through.

• To be dynamic, and to be reflective.

• To be sure of yourself, and to be humble. Source: Evans (2000)

________________________________________________________________ Introduction

5

We believe that anyone interested in the successful management of change needs to develop the ability to handle such paradoxes. Throughout this book we offer a range of ideas and views, some of which are contra- dictory. We would urge you to try to create a space within yourself for considering a variety of perspectives. Allow your own ideas and insights to emerge, rather than looking for ideas that you agree with, and discard- ing those you do not care for. It is highly probable that there is some merit in everything you read in this book!

With so many choices and so many dynamic tensions in leadership, how does a manager learn to navigate his or her way through the maze? We have developed a straightforward model of leadership that acts as a strong reminder to managers that they need to balance three key dimen- sions; see Figure 0.1.

Figure 0.1 Three dimensions of leadership Source: developed by Mike Green, Andy Holder and Mhairi Cameron

Making sense of change management ___________________________________________

6

Managers usually learn to focus on outcomes and tangible results very early on in their careers. This book is a reminder that although outcomes are extremely important, the leader must also pay attention to underlying emotions, and to the world of power and influence, in order to sustain change and achieve continued success in the long term. Leaders of change need to balance their efforts across all three dimensions of an organizational change:

• outcomes: developing and delivering clear outcomes;

• interests: mobilizing influence, authority and power;

• emotions: enabling people and culture to adapt.

Leaders are at the centre of all three. They shape, direct and juggle them. One dimension may seem central at any time: for example, developing a strategy. However, leadership is about ensuring that the other dimensions are also kept in view. The three balls must always be juggled successfully.

In our experience, if you as leader or manager of change are unaware of what is happening (or not happening) in each of the three dimensions, you will have ‘taken your eye off the ball’. Your chances of progressing in an effective way are diminished.

The early chapters of this book give the reader some underpinning theory and examples to illustrate how people initiate change and react to change at an individual level, when in teams, or when viewed as part of a whole organization. This theory will help managers to understand what is going on, how to deal with it and how to lead it with the help of others. The later chapters take real change situations and give specific tips and guidelines on how to tackle these successfully from a leadership point of view.

OVERVIEW OF STRUCTURE

We have structured the book principally in three parts. Part One, ‘The underpinning theory’, comprises five chapters and aims

to set out a wide range of ideas and approaches to managing change.

________________________________________________________________ Introduction

7

Chapter 1 draws together the key theories of how individuals go through change. Chapter 2 compares different types of team, and examines the process of team development and also the way in which different types of team contribute to the organizational change process. Chapter 3 looks at a wide range of approaches to organizational change, using organiza- tional metaphor to show how these are interconnected and related. Chapter 4 examines leadership of change, the role of visionary leadership, the roles that leaders play in the change process and the competencies that a leader needs to become a successful leader of change. Chapter 5 looks at the critical role and nature of the agent of change, both from a competency perspective and also from the use of the self as an instrument for change.

Table 0.1 Where to read about individual, team, organizational change and leading change

In tr

od u

ct io

n

C h

ap te

r 1

C h

ap te

r 2

C h

ap te

r 3

C h

ap te

r 4

C h

ap te

r 5

In tr

od u

ct io

n t

o P

ar t

T w

o

C h

ap te

r 6

C h

ap te

r 7

C h

ap te

r 8

C h

ap te

r 9

In tr

od u

ct io

n P

ar t

T h

re e

C h

ap te

r 10

C h

ap te

r 11

Type of change In d

iv id

u al

T ea

m

O rg

an iz

at io

n al

L ea

d in

g ch

an ge

C h

an ge

a ge

n t

R es

tr u

ct u

ri n

g

M &

A

C u

lt u

re

IT p

ro ce

ss

C om

p le

x ch

an ge

U n

ce rt

ai n

ty

Individual xxx x x xx x x x x

Team xxx x x xx x x x x

Organizational x x x xxx x x xx xx xx xx xx xx

Leading change x x x x xxx xx xx x x x xx

Making sense of change management ___________________________________________

8

These chapters enable the reader to develop a broader understanding of the theoretical aspects of individual, team and organizational change, and to learn more about a variety of perspectives on how best to be a leader of change. This lays firm foundations for anyone wanting to learn about new approaches to managing change with a view to becoming more skilled in this area.

Part Two, ‘The applications’, focuses on specific change scenarios with a view to giving guidelines, hints and tips to those involved in these different types of change process. These chapters are illustrated with case studies and make reference to the models and methods discussed in Part One. Chapter 6 looks at organizational restructuring, why it goes wrong, and how to get it right. Chapter 7 tackles mergers and acquisitions by categorizing the different types of activity and examining the learning points resulting from research into this area. Chapter 8 examines cultural change by describing some diverse case studies and extracting the learn- ing points, and Chapter 9 attempts to shed some light on IT-based process change, why it so often goes awry and what organizations can do to improve on this.

One of the clear things that has emerged for us in helping others lead and manage change is the tension between overly planning and control- ling change on the one hand, and the fact that change is often not simple enough to plan or control on the other. In Part Three, Chapter 10 looks at the whole area of complexity science and how it can inform your approach

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