Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change, 4th Edition

  • 7h 18m
  • Esther Cameron, Mike Green
  • Kogan Page
  • 2015

Making Sense of Change Management is the best-selling classic text, providing a thorough overview of the subject of change for both students and professionals.

Along with explaining the theory and practice of change management and comprehensively covering the models, tools, and techniques of successful change management, this completely revised and updated fourth edition includes more international examples and case studies throughout the book. The chapter on cultural change has been re-written to reflect the emerging new thinking and practice in this area, offering ways to help managers implement cultural change processes within their organization. It also explores cultural sensitivity and what to do when cultures collide.

Additionally, the chapter on IT based process change has now been replaced with one on the inter-relationship with project management (PM) and change management. It defines “project success,” explains how PM approaches are increasingly being used to manage transformational change, and covers complexity models, agile approaches, and stakeholder management.

About the Authors

Esther Cameron is one of the founding Directors of innovative, niche change consultancy Integral Change Consulting Ltd, where she specializes in complex organizational change projects that support moves towards high performance. Previously a lecturer in Change Management for the University of Bristol, she has been collecting and experimenting with approaches to change across different levels of organizational systems for 25 years. This has involved work in the UK, mainland Europe, North America, South Africa and South East Asia.

Mike Green is the Director of Transitional Space, which provides change management expertise, leadership development, and individual and team coaching. He is a Visiting Fellow at Henley Business School where he teaches and coaches in Leadership and Change, and he delivers learning programs in Change Management to senior managers and change agents in UK, mainland Europe, Africa and the Middle East. He is also the editor of Leadership and Personal Development (Information Age Publishing).

Together, they co-authored Making Sense of Leadership (Kogan Page).

In this Book

  • Individual Change
  • Team Change
  • Organizational Change
  • Leading Change
  • The Change Agent
  • Restructuring
  • Mergers and Acquisitions
  • Culture and Change
  • Project- and Programme-led Change
  • Complex Change
  • Leading Change in Uncertain Times