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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 5

Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change / Edition 5

by Esther Cameron, Mike Green Esther Cameron
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This definitive, bestselling text in the field of change management provides comprehensive guidance of everything needed to successfully navigate times of change.

Making Sense of Change Management provides a thorough and accessible overview for students and practitioners alike. Without relying on assumed knowledge, it comprehensively covers the theories and models of change management and connects them to workable approaches and techniques that organizations of all types and sizes can use to adapt to tough market conditions and succeed by changing their strategies, structures, mindsets, leadership behaviours and expectations of staff and managers.

This completely revised and updated fifth edition contains new chapters on digital transformation and becoming a sustainable business, new material on resilience, well-being and effective leadership, and new examples from organizations including Google, Burberry and Volvo.

Supported by "food for thought" and "stop and think" features to aid critical thinking and understanding, as well as checklists, tips and helpful summaries, Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. New and updated accompanying online resources include international case study question packs for lecturers and lecture slides with reflective questions.

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Product Details

ISBN-13: 9780749496975
Publisher: Kogan Page, Ltd.
Publication date: 11/26/2019
Edition description: 5th ed.
Pages: 544
Sales rank: 875,794
Product dimensions: 6.50(w) x 9.40(h) x 1.50(d)

About the Author

Esther Cameron is the Director of Cameron Change Consultancy. She has designed and implemented organizational change interventions for companies such as Ford, Hewlett Packard and Lucent Technologies. She also lectures at Bristol University in the UK. 

Mike Green is the Director of Transitional Space Ltd. He is the author of Change Management Masterclass (Kogan Page). 

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

Part One: The Underpinning Theory

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

Part Two: The Applications 
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 Cultural change
Guidelines for achieving successful cultural change
Case study one: aligning the organization
Case study two: rebranding the organization
Case study three: creating an employer brand

9 IT-based process change
Strategy and IT
The role of IT management
The need for IT change managers
Achieving process change
Changing the information culture
New rules for a new age
Summary and conclusions

Part Three: Emerging Inquiries

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
New organizational forms and ways of doing business
New careers and the need for 'managing oneself'
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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