Organizational Change Perspectives on Theory and Practice

This is a new, accessible and engaging textbook written by academics who also work as consultants with organizations undergoing change. It offers a unique combination of rigorous theoretical exploration together with practical insights from working with those who are actually responsible for managing change. It aims to offer both breadth and depth, helping you to navigate the landscape of change and, in order to do so, looks at organizational change from multiple perspectives rather than being firmly wedded to one. It is designed for students and practitioners of of organizational change, particularly upper- level undergraduate students and Masters level programmes (including MBAs). The authors tackle the key issues in this field, such as why change happens, what changes, and how change is achieved. The book takes a fresh approach to organizational change through a coherent, logical, yet challenging framework, helping you to appreciate and question both theory and practice. Each chapter has recent case studies and reflective exercises to illustrate key themes and encompasses the emotional and psychological dimensions of change, dealing with culture, politics and organizational learning, as well as reviewing a range of current change methodologies.

1. Introduction. PART A: The Change Process. 2. Causes of change. 3. Intentions and realities of change. 4. Emotions of change. 5. Sensemaking processes in change. PART B: Perspectives for Understanding Change. 6. Change from the perspective of organizational culture. 7. Change from the perspective of power, politics and resistance. 8. Change from the perspective of organizational learning. PART C: Delivering Change. 9. Approaches to change implementation: Directed change. 10. Approaches to change implementation: Facilitated change. 11. Roles people play in change. 12. Communicating change. 13. Sustaining Change. 14. Conclusion.

Piers Myers is Senior Lecturer in Human Resource Management Strategy and Consulting at London South Bank University. His research, writing and teaching interests centre on business psychology, leadership, HR strategy and organizational change. Before joining the university in 2001, Piers ran his own consultancy business, and he continues to undertake selected projects as a change consultant and coach. He has also worked as a psychotherapist, in the computing industry and in social work. Piers has a first degree in Mathematics from Oxford University, and Masters degrees in Mathematics from Princeton University and in Psychotherapy and Counselling from City University. Sally Hulks works as Director of Change for a UK government department. She is a Research Fellow of Ashridge Business School where she worked previously as a change consultant. Prior to joining Ashridge Sally was HR Director for KPMG, having spent her early career at the BBC and in retail management. Sally has a first degree in French, Masters degrees in Organizational Behaviour (Birkbeck College) and Organizational Consulting (Ashridge) and is a Fellow of the Institute of Personnel Development. She is an accredited executive coach and holds British Psychological certificates of competence, Levels A and B, in psychometric testing. Liz Wiggins works as a change consultant and executive coach for Ashridge Business School, supporting organizations, leaders and change agents in the public, private and voluntary sectors. She is also a member of faculty on two Masters programmes run at Ashridge. Before joining Ashridge, Liz worked for Unilever with responsibility globally for internal communication and was a member of the global HR Leadership team. Liz has also worked in the telecommunications sector and for a medium sized change and communication consultancy. Liz has a first degree in psychology and philosophy (Durham), Masters degrees in Organizational Psychology (Birkbeck) and Executive Coaching (Ashridge