Includes bibliographical references and index.

Preface -- Acknowledgments -- 1 Sources for Understanding Organization Change -- Introduction and Overview -- A Short Story of Launching Organization Change -- 2 Rethinking Organization Change -- The Paradox of Planned Organization Change -- Making the Case for Organization Change -- Changing Corporations -- Changing Government Agencies -- Changing Higher Education Institutions and Nonprofit Organizations -- Summary -- Personal Declarations and Points of View -- The Metaphor of Choice -- The Theories of Choice -- Types of Organization Change -- Levels of Organization Change -- How Organization Change Occurs -- The Content and Process of Organization Change -- Organizational Models -- The Organizational Model of Choice -- Organization Change Should Be Data-Based and Measured -- Planned Organization Change Requires Leadership -- Planned Organization Change Is Complex -- Summary -- A Closing Request -- 3 A Brief History of Organization Change

Scientific Management -- The Hawthorne Studies -- Industrial Psychology -- Survey Feedback -- Sensitivity Training -- Sociotechnical Systems -- Organization Development -- The Managerial Grid and Organization Development -- Coercion and Confrontation -- Management Consulting -- Summary -- 4 Theoretical Foundations of Organizations and Organization Change -- Open-System Theory -- Characteristics of Open Systems -- Organization Change Is Systemic -- Toward a Deeper Understanding of Organization Change -- Capra's Three Criteria for Understanding Life -- Pattern -- Structure -- Process -- Implications for Organizations and Organization Change -- 5 The Nature of Organization Change -- Revolutionary Change -- Evolutionary Change -- Revolutionary Change: Case Example -- Dime Bancorp, Inc. -- Evolutionary Change: Case Example -- The Tools for Assessment and Ratings -- Behavioral Practices -- Data Summary of the Firm's Partners -- Conclusion -- Summary

6 Levels of Organization Change: Individual, Group, and Larger System -- Change in Organizations at the Individual Level -- Recruitment, Selection, Replacement, and Displacement -- Training and Development -- Coaching and Counseling -- Individual Responses to Organization Change -- Resistance -- Individuals Coping With Change -- Change in Organizations at the Group Level -- Team Building -- Self-Directed Groups -- Intergroup -- Group Responses to Organization Change -- Change in Organizations at the Larger-System Level -- Orders of Change -- Change Phases -- Change Focus -- Change Processes -- Interorganizational -- System Responses to Organization Change -- Summary -- 7 Organization Change: Research and Theory -- Reviews of Organization Change Research -- Recent Approaches to Research and Theory -- The Shift From "Normal" Science -- The Organizational Change Research Theory of Porras and Colleagues -- Organization Models -- Organization Change Theory

Current Thinking on Organization Change and Research -- Summary -- 8 Conceptual Models for Understanding Organization Change -- Content: What to Change -- Process: How to Change -- A Theoretical Framework -- Life-Cycle Theory -- Teleological Theory -- Dialectical Theory -- Evolutionary Theory -- Process: How to Change -- Practice Frameworks -- Lewin's Three Steps -- Lewin's Three Steps Expanded: Schein -- Phases of Planned Change -- Organization Change as a Transition -- Mini-Theories Related to Organization Change -- Individual Emphasis -- Group Emphasis -- The Larger-System Emphasis -- Summary -- The Content and Process of Strategic Change in Organizations -- Strategies for Effecting Change in Human Systems -- Empirical-Rational Strategies -- Normative-Reeducative Strategies -- Power-Coercive Strategies -- Summary -- 9 Integrated Models for Understanding Organizations and for Leading and Managing Change -- What Is an Organizational Model?

Why Use an Organizational Model? -- Organizational Models and Organization Change -- Weisbord's Six-Box Model -- The Nadler-Tushman Congruence Model -- Tichy's TPC (Technical, Political, Cultural) Framework -- A Comparison of the Three Models -- Summary -- 10 The Burke -- Litwin Causal Model of Organization Performance and Change -- Background -- The Model -- Transformational and Transactional Dimensions -- Support for the Model's Validity -- The Influence of the External Environment -- The Transformational Factors -- The Transactional Factors -- Summary -- 11 Organizational Culture Change -- Experiencing Organizational Culture -- The British Airways Story: A Case of Culture Change -- You Don't Change Culture by Trying to Change the Culture -- A Theoretical Summary of the British Airways Story -- Summary -- 12 Understanding and Working With Loosely Coupled Systems -- The Case of Change at the A. K. Rice Institute -- Enter External Consultant (Yours Truly)

Action Steps -- A Volunteer Organization -- Changing Deep Structure -- Dealing With Resistance and Ambivalence -- Group Relations Versus Organization Development -- Organizational Structure and Loosely Coupled Systems -- Loosely Coupled Systems -- Voice of Causation -- Voice of Typology -- Voice of Direct Effects -- Voice of Compensation -- Voice of Organizational Outcomes -- Summary -- 13 Transformational Leadership -- Does Leadership Matter? -- On Defining Leadership -- Toward Further Definition -- The Leader -- Manager Distinction -- Authority and Leadership -- Transformational Leadership According to Bass -- Characteristics of Executive Leadership -- Conceptual Complexity -- Behavioral Complexity -- Strategic Decision Making -- Visionary and Inspirational -- Summary -- Howard Gardner's Leading Minds -- McKee -- A Master Storyteller -- Summary -- Howard Gardner's Changing Minds -- 14 Leading Organization Change

Phases of Organization Change and the Leader's Role -- The Prelaunch Phase -- Leader Self-Examination -- The External Environment -- Establishing the Need for Change -- Providing Clarity of Vision and Direction -- The Launch Phase -- Communicating the Need -- Initial Activities -- Dealing With Resistance -- Postlaunch: Further Implementation -- Multiple Leverage -- Taking the Heat -- Consistency -- Perseverance -- Repeating the Message -- Sustaining the Change -- Unanticipated Consequences -- Momentum -- Choosing Successors -- Launching Yet Again New Initiatives -- Summary -- 15 Organization Change: Summary and Integration -- Applying The Tipping Point Principles to Planned Organization Change -- Prelaunch -- The Launch -- Postlaunch -- Sustaining the Change -- Changing the Organization -- Successful Processes of Organization Change -- Positive Organization Change -- The Look of Change -- Corporate Culture in the Work of Lawler and Worley

16 Organization Change: What We Need to Know -- The Process of Organization Change -- Momentum -- Chaos During Transition -- Communication -- Organization Change Leadership -- Personality and Culture -- Power and Politics -- The Change Leader -- Organizational Structure -- Self-Directed Groups -- Centralization -- Decentralization -- Cells -- Networks -- Formal and Informal Rewards -- Incentives -- Intrinsic Rewards -- Training and Development -- Training in the Service of Change -- Action Learning -- Teams and Teamwork in Organizations -- Organizational Size -- Large and Small Simultaneously -- Silos and Boundary Spanning -- Size of Organizational Units -- Organizational Performance -- Learning Priorities Moving Forward -- Resistance Isn't What It Used to Be -- Getting Leadership and Development Right -- Selection -- Development -- Learning Agility -- Trust -- Summary Statement -- Conclusion -- Appendix: Annotated Bibliography -- References -- Index.