Managing_organizational_change_a_multipl (3rd ed)

438 Subject Index duration, 321
effort, 321
Cost containment, 81 integrity, 321
Counter-Terrorism Bureau (CTB), 90 Differentiators, 112
Credibility pressures, 78 Digitization, 156–158
Cross-docking, 146 affecting organization, 163
Cultural change, 300. See also Organization culture strategic opportunities of, 156
Cultural mapping, 115 technological development and, 156–158
Cultural web, 115–117 Dimensions of resistance, 250
Culture, 141. See also Organization culture Direction, 42, 43, 298
Directive style, 338
D Director image, 35, 37–38, 52, 316, 340
communication and, 208
Data analytics, 66 diagnostic model, 102
Data gathering, 283 key competencies and, 401
Deals, 218 pressures for change and, 63
Dean Witter & Discover Financial sustaining change and, 356
Dirty tricks, 406
Services Inc., 89 Discrepancies, 122
Decision-making processes, 86 Disruptive innovation, 66, 143, 146–147
Decoding, 210 Disruptive innovator, 392
Deepwater Horizon disaster, 153–155 change manager as, 149
Defensive change management, 84 habits of, 150
Defensive transformations, 323 Divergent networks, 393
Dell Computers, 75–78, 80, 146 Diversity, 339
Delphi Corporation, 77–78 Downsizing, 66, 141, 300
Democratic values, 282 Dresdner Bank, 189
Demographic pressures, 67–70 Dropbox, 76, 77
Denial as coping cycle stage, 265 Duration as DICE factor, 321
Depth metaphor, 143 Dutch Civil Service, 236
Desirability, 175
Desire, as ADKAR element, 322 E
Destabilizing the market, 191
Deutsche Bank, 189 Early wins, 144
Developmental imagery, 220 E-commerce, 75, 76
Developmental maintenance, 369 Economic logic, 112
Developmental stage, 40 The Economist, 89
Developmental values, 282 EDS, 87
Deviance, 360 Education and Communication, 269
The Devil Wears Prada (Weisberger), 402 Efficacy, 122
Diagnostic models, 102–103. See also Organizational Effort as DICE factor, 321
Eight-Step change management model (Kotter),
models
usefulness of, 103 327–329
Diagnostic skills, 398 Elaboration stage, 40
Dialogic organization development, 295–297 Elle, 88
vs. diagnostic OD, 296 Emergent changes, 140
originators of, 295–296 Emergent strategy, 221
Dialogic Organization Development: The Theory and Emotional commitment, 214
Emotions, 213–215
Practice of Transformational Change, 296
DICE change model, 320–321
DICE factors

commitment, 321

Empirical-rational strategies, 36 Subject Index 439
Employee assistance programs (EAPs), 66
Employee engagement, 66 External mandate, 70–72
Empowerment, 221 formal coercive pressures, 71
Enabling stage, 231 informal coercive pressures, 72
Enactment, 301
Encircling competitors, 191 External measures, 365
Engagement paradigm, 291 External pressures, 62, 73, 122
Enrollment, 264 Extracted cues of sense-making, 300
Enron, 78 Extreme contexts, 84
Enterprise-specific social networks, 237 Exxon, 73, 75, 178, 230
Entrepreneurial feel, 87
Entrepreneurial middle manager, 389 F
Entrepreneurial stage, 40
Environmental pressures, 62–78 Facebook, 158, 159, 234–235, 237
Face-to-face communication, 228, 233, 234
bridging (adapting) vs. buffering (shielding), 82 Facilitation and support, 269
demographic pressures, 67–70 Facilitation approach, 182
external mandate, 70–72 Failures
fashion pressures, 64–67
globalization and geopolitical pressures, 72–75 to adopt, 188–189
hypercompetition, 76–78, 80–81 learning from, 361
image of managing change and, 63 management approaches to, 361–362
objective entity vs. cognitive construction, 80–81 reason for, 360
organizational learning vs. threat-rigidity, 79–80 Failures, reason for, 360
reputation/credibility pressures, 78 deviance, 360
stability forces vs., 81 exploratory testing, 360
Environment policies, CSR, 71 hypothesis testing, 360
Envisioned future, 195 inattention, 360
Equal opportunities, CSR, 71 lack of ability, 360
Equity and Fairness Task Force, 70 process complexity, 360
Escalation of commitment, 371–373 process inadequacy, 360
advice for, 372 task challenge, 360
organizational determinants, 371 uncertainty, 360
project determinants, 371 Fake images, 230
psychological determinants, 371 Fashion pressures, 64–67
regular progress reports, 372 Fast-cycle full participation, 287
social determinants, 371 Federal Express, 369
steps to limit, 372–373 Feedback, 210, 282
unambiguous feedback, 372 unambiguous, 372
Essilor International, 236 Financial meltdown, 5
Ethical conflict, 259 Finding attractor, 266–267
Excitement, 144 Fine-tuning, 144, 337
Experiential-based learning, 282 Flanking, 191
Experimenting, habit of disruptive innovator, 150 Flash Player, 73
Explicit/implicit coercion, 269 Force-field analysis, 121
Exploitation, 118 Forces for change vs. forces for stability, 81
Exploration, 265 Ford Motor, 75, 368
Exploratory testing, 360 Formal coercive pressures, 71
External forces, 37 Formal compliance, 264
Formalization stage, 40
Forte Hotel Group, 87

440 Subject Index Hero effect, 371
Heroic leaders, 193–195
Fortune, 92 Heroic organizations, 195–196
Four-frame model, 107–108 Hewlett-Packard (HP), 75, 195, 215, 299
High-performance organizations, 66
human resource frame, 107, 108 High reliability organizations (HROs), 66
political frame, 107, 108 Home Depot, 178
structural frame, 107, 108 Honda, 72
symbolic frame, 107, 108 Hope Hailey-Balogun change kaleidoscope, 339–341
Frames, 194 HSBC Holdings, 178
breaking, 301 Humanistic values, 282
for change management, 33–34 Human resource frame, 107, 108
validating, 301 Hypercompetition, 76–78, 80–81
Freshness, 144 Hypothesis testing, 360
FSC Securities, 87
Fukushima nuclear power plant, failures at, 72 I

G IBM, 79, 89
Gerstner and vision, 192
Gap analysis, 108–109 offshoring jobs script, 219
Gaps, personal, 411 organization culture at, 357
Gazprom, 178 transformational change, 357
Gender, power and emotion, 211–215
General consultation skills, 283 Ideals, 218
General Electric, 64, 105, 190, 196 Ideas practitioners, 391–392
General Mills, 92
General Motors, 77, 222 advocating, 391
Generation C, 67, 69–70 implementing, 391
Generation X, 67–68 packaging, 391
Generation Y, 67, 69 scouting, 391
Genomics Oncology, 90 Identify and reply strategy, 226
Genuine compliance, 264 Identity construction, 300
Geopolitical pressures, 72–75 Identity crisis, 88
Getting the word out, 224 Image building tactics, 405
Gillette, 89 Images of managing change, 33–34, 280
Globalization, 72–75 assumptions about change, 47
Global warming, 74–75 caretaker image, 35, 39–41, 63, 102, 280, 401
Goals, 179–180, 322, 323 coach image, 35, 41, 52, 63, 102, 280, 401
Google, 76, 77, 87, 157, 186, 255 communication and, 208
Google Plus, 237 director image, 35, 37–38, 52, 63, 102, 316, 340, 401
Green management, 372 hard factors in, 35
Green world, 111 interpreter image, 35, 42–43, 52, 63, 102, 280,
Growth of organizations, 85–87
Grudging compliance, 264 298–303, 401
key competencies and, 401
H management as control, 35
management as shaping, 35–36
Harper’s Bazaar, 88–89 multiple images and perspectives, 48–49
Harris Tweed, 150 navigator image, 35, 38–39, 52, 63, 102, 316, 340,
Harvard Business School, 297
Heritage Hotels, 88 401
nurturing image, 35, 43–46, 52, 63, 102, 280, 401
pressures for change and, 63

six-images framework, 34–37, 46-49 Subject Index 441
sustaining change and, 356
Implementing, ideas practitioners and, 391 power-coercive strategies, 36
Implicit models, 103 Interaction, 42, 43, 298
Improvement evaporation effect, 356–359 Internal achievability, 144
managing, 368 Internal blogging, 223
sustainability actions vs. sustainability cautions, 368 Internal context enablers, 122
Inattention, 360 Internal dimension, 180
Incremental adjustment, 337 Internal forces, 37
Incremental change, 142, 362 Internal measures, 365
Individual readiness and stakeholder analysis, 251 Internal networks, 237–238
Individual resistance vs. management responses, Internal organization change drivers, 85–90

265–266 growth, 85–87
Individual’s change readiness, 122 integration and coordination, 87
Industrial and Commercial Bank of China, 178 new chief executive, 88–89
Inertia, 298 power and politics, 89–90
Informal coercive pressures, 72 Internal pressures, 62–63
Information Internal-transformational logic, 196
International geopolitical tensions, 73
games tactics, 405 International Hotels, 87
on future benefits, 373 International Standards Organization 9000
Initiation skills, 398
Initiative conversations, 217 (ISO 9000), 66
Initiative decay, 356–359 Internet, business challenges of, 76–77, 80
factors for, 358–359 Interpersonal influence, 405, 408–409
Innovation, 145–150 Interpersonal skills, 283, 398
disruptive, 143 Interpreter image, 35, 42–43
disruptive vs. sustaining, 146–147
innovators to laggards, 148 animation and, 42, 43
operational, 146 communication and, 208
probability of, 148–149 diagnostic model, 102
sustaining, 143 direction and, 42, 43
Innovative organization, 119–120 implementing change and, 298–303
Innovators to laggards, 148 interaction and, 42, 43
Inspirational leadership style, 231 key competencies and, 401
Instagram, 159 organization development and, 280
Instant messaging, 223 pressures for change and, 63
Institute for Healthcare Improvement Large-Scale sense-making approaches, 298–303
sustaining change and, 356
Change, 327 vision and, 174, 185
Institutionalism, 81 Interventions, 340
Institutional theory, 41 Interviewing change recipients, 197
Intimidation tactics, 402
coercive pressures, 41 Intrapersonal skills, 283
mimetic pressures, 41 Intuit, 105
normative pressures, 41 Intuitive approach, 183–184
Integra Financial, 363 Invensys, 89
Integration and coordination, 87 Invite participation style, 337
Integrative structures, 119 Involvement, 322
Integrity as DICE factor, 321 Involvement moves, 407
Intended change outcomes, 36 Issue-selling tactics, 406–407
empirical-rational strategies, 36 involvement moves, 407
normative-re-educative strategies, 36 packaging moves, 407
process moves, 407

442 Subject Index inspirational style, 231
leader-dominated approach, 182
J logical style, 231
McKinsey Checklist and, 322, 323
J. C. Penney, 24–26 purpose-driven, 186
change story, 10–14 styles of, 231, 336–337
falling profitability, 10–14 supportive style, 231
high-low pricing strategy, 11 thinking about leader and, 406
leadership styles, 19 Leading measures, 365
lessons from, 17–18, 26 Learning from failures, 361
reactions to change, 13–14 accurate framing, 361
recession in, 11 acknowledge limits, 361
transformational of culture in, 12–13 embrace messages, 361
invite participation, 361
J-curve, 370 set boundaries and hold people
Job enrichment, 66
Johnson & Johnson, 299 accountability, 361
Joint action planning, 282 Learning organization, 221
Joint problem diagnosis, 282 Legacy of past changes, 259
Journal of Applied Behavioral Science, 280 Legends of Chima, 157
Lego, 157
K Lego Fusion, 157
Lego Movie, 157
Kaiser Permanente, 389 Lego Universe, 157
Kanter’s Law, 370 Lehman Brothers collapse, 41
KFC, 155 Le Meridien Hotels, 88
Knock-on effect, 140 Lenovo, 77, 151
Knowledge, as ADKAR element, 322 Less time and effort, 251
Knowledge and experience, 358 Let nature take its course, 264–266
Kodak, 149 Lewinian/OD assumptions, 287
Komatsu, 190 Liberated organizations, 181
Kraft, 92 Life-cycle theory, 39–40

L change management issues and, 39
collectivity stage, 40
Lack of ability, 360 elaboration stage, 40
Lack of clarity, 256 entrepreneurial stage, 40
Lack of conviction, 256 formalization stage, 40
Lack of shared vision, 188 Linguistic coherence, 216
Lack of vision, 173 LinkedIn, 76, 158, 237
Lagging measures, 365 Lockheed, 371
Large-scale interactive process, 289 Logical leadership style, 231
Large-scale transformations, 34 London Hotels, 87
Lateral capability, 106 Lower Manhattan Development Corporation
Launching stage, 231
Leader-dominated approach, 182 (LMDC), 289
Leadership. See also Change manager
M
commanding style, 231
communication processes and strategies, 231–232 Machine imagery, 220
exercising strong, 323 Maintaining stage, 231
heroic leaders and, 193–195 Management. See also Change management

age policies, 68 Subject Index 443
approach to failures, 361–362
as controlling, 35, 62 overload, 211
control vs. shaping, 36 Metropolitan Police Department, 302
managers as resisters, 261–263 Microculture image, 34
middle, 387–389 Microsoft, 77, 85–87, 194
pressures to change, 62 Middle managers, 387–389
reputation, 144
resistance to change and, 250 acts as key to change implementation, 389
as shaping, 35–36, 62 entrepreneurial, 389
styles, 68 Irish health service example, 388–389
sustained change and, 364 kinds of management by, 387
Management by objectives (MBO), 66 roles of, 387
Managerial (or Leadership) Grid (Blake and vs. senior management, 408
Military hospital, 297
Mouton), 286 Mimetic isomorphism, 67
The managerial grid, 66 Mimetic pressures, 41
Managing change. See Change management Minecraft, 157
Managing resistance, 263–269 Mission vs. vision, 172, 179–180
Mitsubishi, 72
attraction strategies, 266–268 Modular transformation, 337
contingency approaches to, 268–269 Mojang, 157
finding attractor, 266–267 Momentum busters, 357
individual resistance vs. management responses, Money, 251
Moneyball, 271
265–266 Morgan Stanley, 89
let nature take its course, 264–266 Movement, 283
Manipulation and co-optation, 269 Moving, 325
Market strategy, vision and, 180 Multiloading, 258
Mary Kay Cosmetics, 195 Multiple perspectives, 15, 33–34
McBer competency model, 398 Musical chairs, 257
Buchanan-Boddy competency model vs., 399
diagnostic skills, 398 N
initiation skills, 398
interpersonal skills, 398 Nampak Story, case study, 161–162
organizational skills, 398 Narrative knowing, 4
McCormick & Schmick’s restaurant, 151 NASA, 152–153
McDonald, 92–93, 151 NASCAR model, 220
productive failures at, 360 National Cancer Institute, 145
McKinsey & Company, 14, 36, 104, 157, 195, 234, National Training Laboratories (NTL), 281
Natural disasters, 72
235–236, 263, 321–323 Navigator image, 38–39, 52, 316, 340
Meaning, 215
Media organization, 297 communication and, 208
Media richness, 232–234 contextualist approaches and, 39
diagnostic model, 102
hierarchy of, 233 key competencies and, 401
Mental grid, 113 pressures for change and, 63
Mental models, 33–34 processual approaches and, 39
Mental organization images, 33–34 sustaining change and, 356
Merger in Adland, 261 vision and, 174
Mergers and acquisitions, 297 Negotiation and agreement, 269
Message, 209 Nestlé, 80, 178

ambiguity, 211
distortion, 211

444 Subject Index determinants of, 332
external mandate, 70–72
The networked enterprise, 66 external pressures, 73
Networking fashion pressures, 64–67
globalization and geopolitical pressures, 72–75
ability, 405, 408–409 hard/soft factors of, 35
habit of disruptive innovator, 150 hypercompetition, 76–78
tactics, 406 images of managing change, 33–34, 63
Nevertirement/nevertirees, 68 J. C. Penney change story, 10–14
New broom phenomenon, 88–89 middle managers and, 387–389
New chief executive, 88–89 reputation and credibility pressures, 78
New York Police Department (NYPD), 90 Sears Holdings change story, 8–10
Nike, 75, 79, 189, 196 vision and, 189–196
Nissan, 72 Organizational contexts, 180–181
Noise, 211 bold organizations, 180
Noncompliance, 264 liberated organizations, 181
Non-cost measures, 365 overmanaged organizations, 180–181
Nonprofit organization, 297 rigid organizations, 180
Normative pressures, 41 Organizational culture, 66, 150–155, 221
Normative-re-educative strategies, 36 assessment of, 162
Nottingham University Hospitals Trust UK, 330 at Barclays, 153, 155
Nova Scotia Power, 300 at BP, 153–155
N -step models, 38 Columbia Space Shuttle Disaster and, 152–153
Nurturing image, 43–46, 52 Deepwater Horizon disaster and, 153–155
chaos theory, 44–45 importance at IBM, 357
communication and, 208 at Lenovo, 150–151
Confucian/Taoist theory, 44–45 mapping of, 115
diagnostic model, 102 at NASA, 152–153
key competencies and, 401 risky, 153
organization development and, 280 social media and, 159
pressures for change and, 63 strong vs. weak, 151
sustaining change and, 356 Organizational design
vision and, 174 built-to-change, 124–127
NYTimes.com, 76 segmentalist vs. integrative, 124
Organizational determinants, 371
O Organizational failures, 83–84
Organizational features
Objective entity vs. cognitive construction, 80–81 stimulate vs. smother innovation, 119–120
Observing, habit of disruptive innovator, 150 Organizational learning, 62
OD Practitioner, 280, 285, 296 threat-rigidity vs., 79–80
Ongoing sense-making, 301 Organizational models
Online video, 223 four-frame model, 107–108
Open-space technology, 287 fundamental propositions of, 103
Operational innovation, 146 7-S framework, 104–105
Orchestrating without a conductor, 257 six-box model, 103–104
Orange world, 111 star model, 106–107
Organizational capabilities, 16–17 usefulness of, 103
Organizational change Organizational performance. See Performance

Beth Israel Deaconess Medical Center (BID) change measurement
story, 5–7

climatic change and organizational responses, 75

Organizational retention, 40 Subject Index 445
Organizational roles, redesign of, 363
Organizational selection, 40 Overloading, 258
Organizational silo structure, 140 Overmanaged organizations, 180–181
Organizational skills, 398 Ownership culture, 151
Organizational social capital, 81
Organizational structure, 116 P
Organizational turnarounds, 89
Organizational variation, 40 Packaging, 391
Organization development (OD) Packaging moves, 407
Paradigm, 116
appreciative inquiry, 291–292 Partially intended change outcomes, 37
characteristics of, 281–282 Participation and involvement, 269
classic intervention process, 283 Participative design, 287
covert processes and, 284 Participative management, 281
criticisms of, 283–284 Partners, 172
as culture-bound, 286–287 Passive resistance, 261
current relevance of traditional values, 285–286 Patagonia, 75
definitions and concepts, 283 Patching, 299
dialogic, 295–297 People, 172
dialogic vs. diagnostic, 296 People Express, 181
evolution of, 281 People practices, 106
fundamental values, 281–282 Perceptual filters, 210
internal/external validity, 284 Performance measurement, 363, 365
large-scale change, 287–291
positive organizational scholarship (POS), 293–295 Continental Airlines example, 366–367
traditional approach to, 281–282 cost-based measures, 365
values as universal, 286–287 external measures, 365
Organization development (OD) practitioner, 282–283 internal measures, 365
action research steps, 282–283 lagging measures, 365
skills needed for, 283 leading measures, 365
Organization development theory, 41, 283 limitations of, 370
Organizations after crises, 82–85 non-cost measures, 365
Challenger disaster, 83 Sears example, 365
child abuse, 82–83 vision and, 175–176, 191
Columbia disaster, 83 Performing, 194
organizational failures, 83–84 Perpetual loading, 258
routine and extreme contexts, 84 Personal contacts, 251
Organization strategy, 108–117 Personnel policies, CSR, 71
assumptions and, 114 Perspectives, 33–34
cultural web, 115–117 PESTLE framework, 102, 109–110
elements of strategy, 112–113 Photoshop, 73
gap analysis, 108–109 Pinterest, 158
key evaluation criteria for, 112, 113 Pioneer culture, 151
PESTLE framework, 109–110 Pizza Hut, 155
scenario planning, 111 Planet, 172
strategic inventory, 113–115 Planned changes, 140
strategic opportunities of digitization, 156–158 Planning stage, 231
testing quality of, 113 Plausibility, 301
vision and, 179–180 Podcasts, 223
Political feasibility, 144

446 Subject Index development imagery, 220
GM Poland example, 222
Political frame, 107, 108 language matters in, 215–222
Political instability, 73 machine imagery, 220
Political pressures, 89–90 misused terminology, 221
Political skills, 411 silence in, 216
talking coherently, 218–219
assessment, 409 talking in stages, 216–218
categories of political tactics, 405–406 transformational imagery, 220
change manager and, 403–409 transitional imagery, 220
development, 408–409 Power structures, 116
dimensions of, 405 Practical implications
interpersonal influence, 408 management reputation, 144
networking ability, 408 matching solutions with problems, 143–144
social awareness, 408 punctuated equilibrium theory, 145
Political tactics, 405–406 shallow change management, 144
alliances, 406 Praiseworthy failures, 359–362
blocking interference, 407 Predictability and uncertainty reduction, 81
compromise, 406 Preservation, 339
dirty tricks, 406 Price Waterhouse Change Integration Team, 365
image building, 405 PricewaterhouseCoopers (PwC), 392
information games, 405 Principal support, 122
issue-selling, 406 Privatization, 300
networking, 406 Problem identification, 282
positioning, 406 Process complexity, 360
rule games, 406 Processes and lateral capabilities, 106
scapegoating, 406 Process inadequacy, 360
structure games, 405 Process moves, 407
Politics of change, 331, 332 Process narratives, 4
Population ecology theory, 40–41 Process perspectives, 331–335
Portfolio, 172 context change, 331–332
Positioning tactics, 406 general lessons from, 334
Positive organizational scholarship (POS), 293–295 interaction between change factors, 331
four connotations, 293–294 limitations for, 334–335
Positive resistance, 263 politics of change, 331–332
Possibility, 175 strategic change, 333
Postbureaucratic environment, 76 strengths of, 334
Posthouse Hotels, 88 substance change, 331–332
Post-incident contexts, 84 transition process change, 331–332
Postmodern organizational paradigm, 76 Process theories, 4
Power, 89–90, 340 Processual approaches to change, 39
gender relationships and, 212–213 Procter & Gamble (P&G), 85, 187, 195, 364
and politics, 89–90 Product, CSR, 71
Power-coercive strategies, 36 Productive failures, 359–362
Power-interest matrix, 123 at McDonald’s, 360
Power of conversation, 215–222 reasons for, 360
aligning language with change, 219–221 Productivity, 172, 281
breakdowns in, 217 Profit, 172
common change language, 221–222 Program evaluation and review technique (PERT), 66
conversation for closure, 217
conversation for performance, 217
conversation for understanding, 217

Program management offices (PMOs), 145 Subject Index 447
Progressive change management, 84
Progressive transformations, 323 Resistance to change
Project determinants, 371 active vs. passive resistance, 261
Projective sense-making, 301 attachment to culture and identity, 255
Psychological contract, 255–256 attraction strategies, 266–268
Psychological determinants, 371 benefits, 251–253
Pump-priming change managers and, 269, 252-253, 261-263
commitment, compliance, continuum, 264
approach, 182 content of, 253
funding, 358–359 cumulative effects, 258–259
Punctuated equilibrium theory, 145 damaging patterns and, 258
Purposes, 103 disagreement with change management, 260
from bad to good, 186 dispositional resistance to, 253–254
beyond profit, 185 ethical conflict and, 259
-driven leadership, 186 excessive change, 257
to impact planning, 186 individual readiness and stakeholder
analysis, 251
Q innate dislike of change, 253–254
interests and, 254
Quality circles, 66 lack of clarity, 256
Quality of working life movement (QWL), 66, 281 lack of conviction, 256
Questioning, habit of disruptive innovator, 150 legacy of past changes, 259
managing resistance, 263–269
R past experience, 259
perceptions and, 254
Racial discrimination, 70 positive dimensions of, 252–253
Readiness, 339 process of, 253
Readiness for change, diagnosing of, 117–123, 128–130 proposed change as inappropriate, 256–257
psychological contract breach, 255–256
absorptive capacity, 118 strategies with, 269
force-field analysis, 121 substance/content, 250
individual’s readiness, 122 symptoms, 260–261
innovative organization, 119–120 uncertainity and, 253, 254
receptive organizational context, 117–118 ways to use, 252
stakeholder analysis, 122–123 WIIFM, WAMI, and the dimensions of, 250
Real-time communication tool, 234 wrong timing, 257
Real-time strategic change, 287
Receptive organizational context, 117–118 Responsibility, 251
Red Star Corporation, 119 Retrospection, 300
Reengineering, 300 Reward systems, 103, 106, 363
Refreezing, 283, 326 Rigid organizations, 180
Regular progress reports, 372 Ripple effect, 140
Reinforcement, as ADKAR element, 322 Risk tolerance, 122
Relationships, 103 Rituals and routines, 116
Repositioning, 410–411 Roadway Express, 293
Reputation pressures, 78 Roche, 89–90
Resilience, 395 Role model logic, 196
Resistance, 265. See also Managing resistance Roles, 340
positive, 263 Routine contexts, 84
Royal Alliance, 87
Rule games tactics, 406
Rules, 218

448 Subject Index freeze-rebalance-unfreeze, 299
standardized change, 298
S Sensitivity training, 66
Sentra Securities, 87
Samuel Adams Boston lager, 150 September 11, 2001, terrorist attack, 73
Sandvik Materials Technology, 366 Seven Cs of change
Santa Fe Group, 160 capturing learning, 320
Sarbanes-Oxley Act (2002), 70 choosing a team, 320
Scale of change, 337 communicating, 320
connecting organization, 320
corporate transformation, 337 consulting stakeholders, 320
fine-tuning, 337 coping with change, 320
incremental adjustment, 337 crafting, 320
modular transformation, 337 7-S framework, 104–105
Scapegoating tactics, 406 Intuit example, 105
Scenario analysis, 102 skills, 105
Scenario planning, 111, 127 staff, 104
blue world, 111 strategy, 104
green world, 111 structure, 104
in high-risk world, 111 style, 104
orange world, 111 superordinate goals, 105
Scope, 339 systems, 104
Scouting, 391 Severe acute respiratory syndrome (SARS), 73
Scripting, 194 Shaky foundations, 257
Search conference format, 288 Shallow changes, 19
Sears, 88, 177, 365 Shaping an organization, 35–36
Sears Holdings Corporation, 23–24 Shareholder value, 62
business operating profit, 9–10 Silence, 216
change diagnostics, 23–24 Silver tsunami in change management, 67–70
change story, 8–10 Sinopec, 178
falling profitability at, 8–10 Six-box organizational model, 103–104
internal marketing, 8 Skills, 105
leadership styles, 19 Skype, 223
lessons from, 17–18 Smothering innovation, 119–120
managing a merger, 8–9 Social astuteness, 405
messy approach, 8–9 Social awareness, 408–409
online shopping, 8–10 Social determinants, 371
Security, 251 Social media, 158–160
Segmentalist organization, 119 antisocial media, 237
Segmentalist vs. integrative, 124 CEO’s communication through, 237
Self-confidence, 122 change manager and, 238
Self-efficacy, 122 drivers of, 235
Self-organization, 44, 142 efficient communication, 235
Self-renewal, 142 employee voice, 235
Self-satisfaction, 251 internal networks in, 237–238
Selling vision technique, 182 learning and development, 235
Semco, 44 networking and collaboration, 235
Senior management, middle managers vs., 408 potential uses of, 234–238
Sense-making approaches, 42 recruitment and job hunting, 235
assumption of inertia, 298 Social sense-making, 300
from change management, 303
contested interpretations, 302
features of, 300–301

Sony, 72 Subject Index 449
Souls-of-fire, 391–393
Soundness in competitive or regulatory terms, 144 Sunderland City case analysis, 91–92
Southwest Airlines, 148 Sun Microsystems, 194
Speech act theory, 217 Superordinate goals, 104, 105
Spelman, 87 Suppliers, CSR, 71
Spotify, 76 Supportive leadership style, 231
Spray and pray strategy, 225–227 Survey feedback, 281, 287
Stace-Dunphy contingency matrix, 337–338 Sustainability, thirsty for, 72
Staff and staffing, 104–105, 363–364 Sustainability actions, 368
Stage models Sustainability cautions, 368
Sustainable organizations, 372
change management, 326–330 Sustained advantage, 81
moving, 325 Sustained change
refreezing, 326
unfreezing, 325 actions for, 362–369
Stage of change and leadership style, 231–232 celebrating successes, 366
Staging, 112, 194 fine-tuning of, 366
Stakeholder analysis, 122–123 initiative decay and improvement evaporation,
resistance to change and, 251
Stakeholders, 78, 81 356–359
counter-implementation tactics by, 358 learning from failures, 360
interest vs. power, 123 management approaches to failures, 361–362
track record, 123 in management practices, 364
Star model, 106–107 measure progress, 365
Start point, 340 momentum busters and, 357
Star Wars, 157 praiseworthy and blameworthy failures, 359–362
State Auto Insurance Company, 145 productive failures, 359–362
Status, 251 reason for failures, 360
Stealth innovator, 390 reward system redesign, 363
Stifling innovation, 120 role redesign, 363
Stimulating innovation, 119–120 staffing selection and change objectives,
Stories and storeytelling, 116
vision as, 177–179 363–364
Strategic business units, 300 vicious compliance and, 371
Strategic change, 281, 333 voluntary acts of initiative, 365
Strategic drift, 113 Sustaining innovation, 143, 146
Strategic intent, 190 Suzuki, 72
Strategic inventory, 113–115 Swiss watches, 150
Strategy. See also Organizational strategy SWOT analysis, 115
attraction, 266–268 Symbolic frame, 107, 108
modeling organizations, 106, 107 Symbols, 116
resistance to change and, 266–268, 269 Systematic tools-based approach, 16
vision and, 191 Systems, 104–105
Structural frame, 103, 107, 108
Structure games tactics, 405 T
Structures, McKinsey checklist and, 322, 323
Style, 104–105, 340 Taco Bell, 155
Substance of change, 331–332 Tag teams, 228
Subway, 92–93 Taoist theory, 44–45
SunAmerica, 87 Target, 340
Target audience, 234
Task challenge, 360
Task-focused transitions, 228

450 Subject Index U

Tavistock Institute of Human Relations, 281 UK Chartered Institute of Personnel and
Team Development, 320

building, 287 UK Hotels, 87
tag teams, 228 UK National Health Service, 368
Technological developments, 155–160 Unambiguous feedback, 372
change management challenges in, 160 Uncertainty, 81, 360
impact of digitization, 156–158
social media applications and, 158–160 low tolerance of, 254
sociotechnical design and, 156 resistance to change, 253, 254
Technology, 141 Underscore and explore strategy, 226
Telenor, 301 Unfreezing, 218, 283, 299, 325
Tell and sell strategy, 226 Unintended change outcomes, 37, 369
Tell and sell style, 337 United States Army, 297
Telling vision technique, 182 Updating knowledge, 298
Tell style, 337 U.S. Central Intelligence Agency, 76
Tempered radicals, 390 U.S. Mint, 88
Testing vision technique, 182 U.S. Postal Service, 178, 357, 362
T-groups, 66, 281
Threat-rigidity, 79–80 V
3G change checklist, 324
3M, 195, 299 Valence, 122
Time, as context factor, 339 Value propositions, 224
Timing of change, 257 Values, OD values, 282, 285, 286–287
Top-down hierarchical view of management, 35 Vehicles, 112
Top management briefings, 223 Vicious compliance, 371
Total quality management (TQM), 66 Vinyl LPs, 150
Toyota Motor, 72, 178 Vision
Lean production system, 146
Traditional development planning, 186 adaptability of, 188–189
Transaction costs, 81 analytical approach, 183–184
Transformation dimension, 118 attributes of, 175–179
Transformational change, 16, 48–50, 142 benchmarking approach, 183–184
IBM, 357 caretaker image and, 174
Kotter’s eight-step model and, 327–329 change and, 171–174, 176, 189–196, 257
McKinsey Checklist for, 321–323 as change driver, 190
progressive/defensive, 323 characteristics of effective, 174–180
transformational leaders and, 389–391 coach image and, 174
Transformational imagery, 220 Coco-Cola company, 172
Transformation efforts, failures in, 318 cognitive/affective component, 175
Transitional imagery, 220 competing visions, 188
Transition process change, 331–332 components of, 175
Transparency as management theme, 6–7 concept of, 173
Travelodge, 88 content of, 173, 174–180
Tsunami, 72 context and, 174, 180–181
TT Games, 157 crafting of, 181–182
Turnarounds, 228 definitions of, 175–176
Twitter, 158, 237 development of, 183–184
Two-way communication tool, 234 director image and, 174
Tyco, 78 emerging during change, 190–191
Type 1/2 error, 80

external dimension of, 180 Subject Index 451
facilitation approach, 182
failures of, 187–189 W
features of, 173–174, 176
as helping change, 191 Walmart, 75, 78, 142, 178, 195
heroic leaders and, 193–195 Walt Disney, 78, 79, 195
hindering change and, 191–193 WAMI of resistance, 250
images of managing change and, 174 Web 2.0 technologies, 158, 160
inner voice and, 185–186 Weberian “ideal type,” 46
internal dimension of, 180 Whistle-blowers, 294
interpreter image and, 174, 185 WhoCanFixMyCar.com, 157
intuitive approach, 183–184 Whole-system design, 287
lack of, 173 WIIFM of resistance, 250
leader-dominated approach, 182 Wikis, 223
market strategy and, 180 Withhold and uphold strategy, 226
at Mentor Graphics, 197–198 Wordpress, 158
Merck example, 196 Workforce diversity, 214
mission and goals, 172, 179–180 World Café, 288, 290
navigator image and, 174 WorldCom, 78
nurturer image and, 174
organizational performance and, 175–176 X
process of, 173, 182–183, 194
pump-priming approach, 182 Xerox, 190
questions for, 183–184
as stories, 177–179 Y
Visionary leaders, 195
Vision statements, 176 YouTube, 76, 157, 158, 159, 255
from Fortune 100 companies, 178 Yum Brands, 155
Vivendi Universal, 78, 89
Vogue, 88