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Organizational Change
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Organizational Change
An Action-Oriented Toolkit

Fifth Edition
February 2024 | 568 pages | SAGE Publications, Inc
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In today’s world, organizational resilience, adaptability and agility gain new prominence.  Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit, Fifth Edition. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, Tupper F. Cawsey, and Evelina Atanassova provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. 

 
Chapter 1 • Changing Organizations in Our Complex World
Defining Organizational Change

 
The Orientation of This Book

 
The Implications of Worldwide Trends for Change Management

 
Organizational Change Roles

 
The Requirements for Becoming a Successful Change Leader

 
 
Chapter 2 • How to Lead Organizational Change: Frameworks
Why Systematically Learn about Organizational Change?

 
Differentiating How to Change from What to Change

 
(1) Stage Theory of Change: Lewin

 
(2) Eight-Stage Model of Organizational Change: Kotter

 
(3) Giving Voice to Values: Gentile

 
(4) Emotional Transitions Through Change: Duck

 
(5) The Change Path Model: Deszca, Ingols, and Atanassova

 
Application of the Change Path Model

 
 
Chapter 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis

 
(1) Nadler and Tushman’s Congruence Model

 
(2) Bolman and Deal’s Four-Frame Model

 
(3) Sterman’s Systems Dynamics Model

 
(4) Greiner’s Model of Organizational Growth

 
 
Chapter 4 • Who Leads the Change
The Strategic Purpose of Change Leadership

 
Demystifying Successful Change Leaders

 
Developing into a Change Leader

 
Diverse Types of Change Leaders

 
Change Teams

 
Internal Versus External Consultants

 
Change from the Middle: Everyone Needs to Be a Change Leader

 
Rules of Thumb for Change Agents

 
 
Chapter 5 • Awakening: 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

 
Examples of Visions for Change

 
 
Chapter 6 • Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems

 
Impact of Uncertainty and Complexity on Formal Structures and Systems

 
Formal Structures and Systems from an Information Perspective

 
Using Structures and Systems to Influence the Approval and Implementation of Change

 
Aligning Strategically, Starting Small, and “Morphing” Tactics

 
The Interaction of Structures and Systems with Change During Implementation

 
Using Structures and Systems to Facilitate the Acceptance of Change

 
 
Chapter 7 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations

 
Organizational Culture and Change

 
Tools to Assess the Need for Change

 
 
Chapter 8 • Mobilizing: Recipients of Change and Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives

 
Responding to Various Feelings in Stakeholders

 
Make the Change to the Psychological Contract Explicit and Transparent

 
Integrity and Competence Are Two Important Antidotes to Skepticism and Cynicism

 
Avoiding Coercion but Pushing Hard: The Sweet Spot?

 
Ensuring Consistent Signals from Systems and Processes

 
Steps to Minimize the Negative Effects of Change

 
 
Chapter 9 • Moving from Mobilizing to Accelerating Change: Action Planning & Implementation Tools
Prelude to Action: Selecting the Path Forward

 
Plan the Work

 
Action Planning Tools

 
Working the Plan Ethically and Adaptively

 
Transition Management

 
 
Chapter 10 • Institutionalizing the Changes
Aligning the Change with the Organization

 
Engaging People Operations

 
Celebrating and Learning

 
 
Chapter 11 • Change Management Data Analysis
Selecting and Implementing Change Metrics

 
Measurement Systems and Change Management

 
Change Strategy Measurement Tools

 
 
Chapter 12 • The Future of Change and the Future of Organizations
The Framework: Change Path Model

 
Future Organizations and Their Impact

 
Specialist and Generalist: Divergent Career Paths

 
Paradoxes in Organizational Change

 
Orienting Yourself to Organizational Change

 

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