| List of figures | p. ix |
| Acknowledgements | p. x |
| Making sense of organizational change | p. 1 |
| Vignette: Business as usual. A day in the life of the business world | p. 1 |
| The development of change management | p. 9 |
| The importance of change management | p. 10 |
| Objectives of this book | p. 14 |
| End of chapter questions and exercises | p. 21 |
| The discourse of change: from theory to practice | p. 22 |
| Vignette: Air Canada and change | p. 22 |
| Early management theories and the changing nature of work | p. 24 |
| Types of change | p. 31 |
| Forces of change | p. 33 |
| Levels of change | p. 34 |
| Making sense of the evolution of programmatic change | p. 35 |
| Making sense of the traditional models of change | p. 37 |
| Conclusion | p. 37 |
| End of chapter questions and exercises | p. 37 |
| From Lewin to OD: planned approaches to change | p. 39 |
| Vignette: ASDA moves into Northern Ireland | p. 39 |
| An introduction to planned change | p. 41 |
| Kurt Lewin and organizational change | p. 42 |
| Organizational Development (OD) | p. 50 |
| Summary | p. 54 |
| End of chapter questions and exercises | p. 54 |
| Organizational culture and culture change | p. 56 |
| Vignette: cultural clashes | p. 56 |
| The roots of organizational culture | p. 57 |
| Culture and culture change | p. 59 |
| Making sense of organizational culture | p. 60 |
| From theory to practice | p. 64 |
| Planned culture change | p. 64 |
| Successful planned culture change | p. 66 |
| Unsuccessful culture change | p. 68 |
| Pre-packaged change programmes | p. 70 |
| Conclusion | p. 70 |
| End of chapter questions and exercises | p. 71 |
| Organizational learning, the learning organization and appreciative inquiry | p. 73 |
| Vignette: British Petroleum creates a learning organization | p. 73 |
| Vignette: organizational learning in a Canadian hospital | p. 74 |
| Organizational learning | p. 76 |
| The learning organization | p. 77 |
| Making sense of the organizational learning literature | p. 81 |
| The future of organizational learning research | p. 83 |
| Appreciative inquiry | p. 83 |
| Conclusion | p. 86 |
| End of chapter questions and exercises | p. 86 |
| The quality movement - TQM and business process re-engineering | p. 88 |
| Vignette: The big three auto makers in the news | p. 88 |
| The history of the quality movement | p. 90 |
| What is Total Quality Management? | p. 92 |
| Business Process Re-engineering (BPR) | p. 96 |
| Summary | p. 99 |
| End of chapter questions and exercises | p. 99 |
| A measure of change: Six Sigma and the Balanced Scorecard | p. 100 |
| Vignette: Measuring change at General Electric: from Balanced Scorecard to Six Sigma | p. 100 |
| The Balanced Scorecard | p. 102 |
| An outline of the Balanced Scorecard approach | p. 103 |
| Six Sigma | p. 107 |
| An outline of the Six Sigma method | p. 110 |
| Making sense of BSC and Six Sigma | p. 113 |
| Change and the change management approach | p. 115 |
| End of chapter questions and exercises | p. 116 |
| Leading change | p. 118 |
| Vignette: HealthSouth CEO faces 36 criminal charges | p. 118 |
| A look inside today's companies - the leadership factor | p. 120 |
| Do leaders matter? | p. 121 |
| Traditional theories of leadership | p. 122 |
| Leading change | p. 125 |
| Overcoming resistance to change | p. 132 |
| Must the leadership of change happen from the top? | p. 134 |
| Leaders as sensemakers of change | p. 135 |
| End of chapter questions and exercises | p. 136 |
| Power and resistance | p. 137 |
| Vignette: Power and Resistance at Nova Scotia Power | p. 137 |
| Antecedent theories of power | p. 140 |
| Resistance and power in theories of organization and change | p. 145 |
| The five bases of power | p. 146 |
| Kanter's notion of organizational power | p. 147 |
| New approaches to power | p. 149 |
| End of chapter questions and exercises | p. 153 |
| Diversity management | p. 155 |
| Vignette: General Electric Aviation Materials sued for discrimination | p. 155 |
| What is diversity management? | p. 157 |
| Significant success factors | p. 159 |
| A more critical look at diversity | p. 166 |
| Some concluding thoughts | p. 167 |
| End of chapter questions and exercises | p. 168 |
| Institutionalization and change | p. 169 |
| Vignette: Obituary: Ben's Restaurant, Montreal, 1908-2006 | p. 169 |
| Making sense of change and stability | p. 171 |
| A look inside today's companies | p. 173 |
| Institutionalization | p. 174 |
| Discourse and organizational knowledge | p. 177 |
| Call centres and the management of change | p. 179 |
| Sensemaking, institutionalization and change management | p. 180 |
| End of chapter questions and exercises | p. 185 |
| Endnotes | p. 187 |
| Bibliography | p. 200 |
| Index | p. 215 |
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