Organizational Change Management 1st Edition - Inclusion, Collaboration and Digital Change in Practice

List of FiguresList of TablesOnline ResourcesAbout the AuthorsForewordAcknowledgementsIntroductionWhy a Textbook on Organizational Change?Who is this book for?How This Book Is StructuredPart I: The strategic context of changePart II: An approach based on change makersPart III: Current issues on changePart IV: Integrated case studiesPart I The Strategic Context of Change1 An Introduction to Change: What Is Change and Why Do We Do It?Chapter Objectives1.1 Introduction1.2 What is Organizational Change?Contextual levels of changeContinuous improvementTransformational change1.3 Urgency and Crisis in Driving Change1.4 Change ImplementationTheory E and Theory OMeasuring change successKey questions for implementing organizational changeChapter SummaryActivityFurther Recommended Reading2 Traditional Theories of Change: An OverviewChapter Objectives2.1 Introduction2.2 Planned Change ApproachLewin’s three-step modelUnderpinning assumptionsOther models of planned changeCriticisms of the planned change approach2.3 Emergent Change ApproachCultureStructuresOrganizational learningManagerial behaviourPower and politicsCriticisms of the emergent change approachPlanned versus emergent change2.4 Systems ApproachComplexity theoryCriticisms of the systems approach2.5 Process ApproachAgencyContextTimeCriticisms of a process approachChapter SummaryActivityFurther Recommended Reading3 The Role of Strategy and the External Environment in Driving ChangeChapter Objectives3.1 Introduction3.2 The Strategic Context of Change ManagementExternal environmentStakeholder analysis3.3 Developing a Business Strategy3.4 Managing Change StrategicallyDeveloping the strategic vision of changeDesigning and implementing the interventions3.5 Change Makers Implementing Change from WithinThe role of change makers in strategy processesWhy do change makers feel frustrated?Chapter SummaryActivityFurther Recommended ReadingPart II An Approach Based on Change Makers4 Change Makers and Change Agents: Diverse Roles and Common ChallengesChapter Objectives4.1 Introduction4.2 Who Are Change Makers and What Do They Do?Definition of change makerCreating change makersProject managers and project teams4.3 The Importance of Change Makers in the Change ProcessDiffusion of innovationSense-makingManaging emotionsBoundary spanning4.4 Challenges for Change MakersRole ambiguityPower dynamicsDominant narratives and resistance to changeManaging complexity and multifaceted changeChapter SummaryActivityFurther Recommended Reading5 Perspectives on Digital TransformationChapter Objectives5.1 Introduction5.2 Digital Transformation: Definitions and History5.3 Current Digital Transformation ModelsIT waterfall and agile models5.4 Technology-centric digital transformationTechnology-centric evolutionThe human side of digital transformationSome interim lessons for change makers5.5 Alternative Perspectives on Digital TransformationTechnological-determinist perspectivesSociological-determinist perspectivesSocio-technical middle groundHuman–computer interaction – the social end of computer scienceInformation systems and organizational practiceTechnology-as-practiceSociomaterialityFinal lessons for change makersChapter SummaryActivityFurther Recommended Reading6 Change and Voice: Inclusivity, Equality and DiversityChapter Objectives6.1 Introduction6.2 Resistance and Voice: A Critical Perspective6.3 Challenges in Representing Diverse VoicesInfluencing similar othersDifferent notions of fairnessInstitutionalized power and silencing6.4 Mechanisms for Employee VoiceEmployee participation (e.g. collective bargaining)RecognitionInclusive meetings and collaborative decision-makingChapter SummaryActivityFurther Recommended ReadingPart III Current Issues on Change7 Leadership and Organizational ChangeChapter Objectives7.1 Introduction7.2 Traditional Views of LeadershipTraitsPersonalityStyleSkillsIntelligenceCharismaWhat these traditional views mean for change makers7.3 Contemporary Views of LeadershipContingency-based leadershipSituational leadershipFull-range leadership model (FRLM)Authentic leadershipResponsible leadership and caring leadershipCorporate leadership and fundamentalismWhat contemporary views of leadership mean for change makers7.4 Alternative and Critical Views of LeadershipFollower-centric leadershipDistributed leadershipInclusive leadership and diversityToxic, bad and destructive leadershipWhat alternative and critical views mean for change makers7.5 How Leadership Views Support Change EffortsChapter SummaryActivityFurther Recommended Reading8 Power and Resistance in Organizational ChangeChapter Objectives8.1 Introduction8.2 Aspects of Power and ChangePower and politics in organizational changePower as possession or relational, wielders, receivers and cultural normsPower in concepts and in work rolesPower in behaviourPower and change makers8.3 Traditional Views of PowerAuthority and hierarchyCoercion, remuneration and normative powerInfluence and persuasionThe seven bases of power8.4 Contemporary Views of PowerMeaning and powerThe three faces of powerPower-over, power-to, power-with and power-within – an accessible frameworkThree circuits of powerFoucault’s work on power8.5 Emerging Views: Distributed Power, Inclusion and Digital ChangeDistributed powerPower, inclusion and diversityPower and digital change8.6 Traditional Views of ResistanceResistance as psychological responses to changeResistance and leadershipResistance and identityResistance due to threats and fears8.7 Alternative Views of ResistanceOvercoming the ‘resistance is bad’ viewRe-interpreting resistance as beneficial to changeConstructive engagement and shared sense-makingReadiness for change, motivations and outcomesResistance, power and better change processesChapter SummaryActivityFurther Recommended Reading9 Change and Creativity: Enhancing the Power of Collective CreativityChapter Objectives9.1 Introduction9.2 What Is Creativity?9.3 The Creative Process9.4 Individual Creativity9.5 Group Creativity and Team CreativityTeam creativity techniques9.6 Organizational CreativityCreative climate9.7 Collective Creativity: Empowering People as Agents of CreativityDeveloping collective creativity as an organizational capabilityLeading for collective creativityChapter SummaryActivityFurther Recommended Reading10 Change and Innovation: Exploring Collaborative ModelsChapter Objectives10.1 Introduction10.2 What Is Innovation?10.3 Managing InnovationNoveltyImprovementsImplementationInnovation and technology10.4 Innovation and CollaborationOpen innovationCollaborative innovation10.5 Design-Driven Innovation: The Role of InterpretersInterpreters and design discourses10.6 Innovation and the Role of UsersUser innovationThe role of lead usersChapter SummaryActivityFurther Recommended Reading11 Evaluating Change: From Metrics to NetworksChapter Objectives11.1 Introduction11.2 Evaluations as Performance and MetricsEvaluation in project managementCritical success factorsUser acceptance testingRelying on metrics for evaluationInnovation, performance and priming the pump – but unclear evaluation?Evaluating learning during changeSummarizing metrics-based views11.3 Beyond Metrics, Towards Networks11.4 Evaluation with Stakeholders and NetworksBoundary partners, spheres of influence and spheres of interestDesign networksActivity networksActor networks11.5 Comparing Metrics and Network ApproachesChapter SummaryActivityFurther Recommended Reading12 Learning, Collaborative Research and Knowledge SharingChapter Objectives12.1 Introduction12.2 Learning in OrganizationsIndividual learningOrganizational learning12.3 Collaborative Research for ChangeAction research and insider action researchCollaborative management research12.4 Knowledge Sharing During ChangeKnowledge and knowledge sharingCommunities of practiceKnowledge brokering12.5 Challenges for Learning and Knowledge SharingPower and the inclusive valuing of knowledgeBalancing what works with new ideasChapter SummaryActivityFurther Recommended ReadingPart IV Integrated Case StudiesCase Study A: Queen Elizabeth HospitalBackgroundManaging Change at Queen Elizabeth HospitalThree Months After OpeningStakeholder Engagement Strategy at Queen Elizabeth Hospital‘Why are we going backwards?’Discussion QuestionsResistance to changeInnovationEvaluationKnowledge exchangeCase Study B: Building an Entrepreneurial Social Enterprise with Wellbeing in MindIntroductionDeveloping a Strategy and Organizational StructureCreating a Work Environment to Promote Wellbeing and CreativityA Great Place to Work?Constantly ChangingDiscussion QuestionsLeadership and powerCreativityInclusivity and voiceCase Study C: Leading a Turnaround and Empowering Creativity in Soft SilkIntroductionEarly 2000s and the CrisisThe Turnaround: A Long, Complex TransformationCollaborating with AcademiaEmpowering CreativityThe End of Massimo’s Term and the New LeadershipWhat Happened Next: New Projects and New ChallengesDiscussion QuestionsCreativity and innovationLearning and collaborationLeadership and powerCase Study D: A Global Development ‘Knowledge Platform’: What Wins When Long-Term Capacity Building Clashes with Short-Term Results Pressures?Introducing the Knowledge PlatformKey Change StakeholdersKP Project Structure and StressesOverall Objectives: Capacities, Relationships and ProductsYear 0: Original VisionYear 1: Knowledge Products Over Knowledge ProcessesYear 2: From Capacity Building to Short-Term ResultsFour Challenges: Why Did the KP Fail?Discussion QuestionsLearning and knowledge sharingDigital transformationPower and resistanceLeadershipCase Study E: Zwilling: Merging Two Family FirmsIntroductionThe MergerAnnouncing the mergerChanges in processes and structureResistance to ChangeDiscussion QuestionsResistance to changeCreativity and innovationLeadershipReferencesIndex