Pub. Date:
Kogan Page, Ltd
Pub. Date:
Kogan Page, Ltd
Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change / Edition 4

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

by Esther Cameron, Mike Green Esther Cameron
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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.

With free online resources for professors/instructors, this is an ideal textbook for MBA or graduate students focusing on leading or managing change.

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Product Details

ISBN-13: 9780749472580
Publisher: Kogan Page, Ltd
Publication date: 03/28/2015
Edition description: Fourth Edition
Pages: 464
Product dimensions: 6.60(w) x 9.50(h) x 3.70(d)

About the Author

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).

Table of Contents


Who this book is aimed at
The basic content of the book
Why explore different approaches to change?
Overview of structure
Message to readers


1 Individual change
Learning and the process of change
The behavioural approach to change
The cognitive approach to change
The psychodynamic approach to change
The humanistic psychology approach to change
Personality and change
Managing change in self and others
Summary and conclusions

2 Team change
What is a group and when is it a team?
Why we need teams
The types of organizational teams
How to improve team effectiveness
What team change looks like
The leadership issues in team change
How individuals affect team dynamics
How well teams initiate and adapt to organizational change
Summary and conclusions

3 Organizational change
How organizations really work
Models of and approaches to organizational change
Summary and conclusions

4 Leading change
Visionary leadership
Roles that leaders play
Leadership styles, qualities and skills
Different leadership for different phases of change
The importance of self-knowledge and inner resources
Summary and conclusions

5 The change agent
Models of change agency
The consulting process
Change agent tools and frameworks
Competencies of the change agent
Deeper aspects of being a change agent
Summary and conclusions

Strategic change process
Overview of structure

6 Restructuring
Reasons for restructuring
The restructuring process
Restructuring from an individual change perspective: the special case of redundancy
Enabling teams to address organizational change

7 Mergers and acquisitions
The purpose of merger and acquisition activity
Lessons from research into successful and unsuccessful mergers and acquisitions
Applying the change theory: guidelines for leaders

8 Culture and change
Perspectives on culture
How do we get a specific culture in the first place?
Values – the key to understanding culture
Facilitating culture change
Shifting sands of culture
Summary of key principles of cultural change

9 Project- and Programme-led change
Understanding projects and programmes
Project success rates
Shortcomings of project management approaches
Balancing flexibility with control
Improving the governance and organizational leadership of projects


10 Complex change
When is change complex?
Understanding how complexity science applies to organizational change
Tools that support complex change
The role of leaders in complex change
Summary and conclusions

11 Leading change in uncertain times
The impact of uncertainty on our working lives
Decision making in an uncertain world
Skills and tools to support leading change through uncertainty
Summary and conclusions

How to get in touch with the authors of this book


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