Rosabeth Moss Kanter is the Ernest L. Arbuckle professor of business at Harvard Business School.

• ContentsAcknowledgmentsPart I. OrientationChapter 1. The "Big Three" Model of ChangeRoadblocks to Progress: The Change ProblemWhat Is Change?The Importance of Motion: An Action View of OrganizationsThe "Big Three" Model: Three Kinds of Motion, Three Forms of Change, Three Roles in the Change ProcessLooking Back or Looking Forward?: Multiple Possibilities and the Opportunities for ManagersPart II. Change When?Chapter 2. Organizations and Environments in Motion: The Nature and Scope of Change PressuresEnvironmental Forces: Adaptation and ChoiceLife Cycles, "Growth," and Organic Change PressuresPolitical Conflicts and Economic Interests: The Struggle for ControlIntegrating the ForcesMastering Emergent Change: Lessons for LeadersChapter 3. Fitting or Creating the Environment: "Macro-Evolutionary" ChangeIntroductory Notes"Rockport Shoe Company: The Evolution of the Katz Family Business," by James A. Phills, Jr."Banc One Corporation: Anticipatory Evolution," by Paul S. Myers and Rosabeth Moss Kanter"The Sweater Trade, From Hong Kong to New York," by James Lardner"Keeping Up with the Information: On-line in the Philippines and London," by John Maxwell HamiltonChapter 4. Growing and Aging: "Micro-Evolutionary" ChangeIntroductory Notes"The Rise and Fall of an Entrepreneur," by Thomas R. IttlesonHypergrowth and Transition at Apple Computer:"Diary of a Middle Manager," by Donna Dubinsky"Jobs Talks About His Rise and Fall," by Gerald C. Lubenow and Michael Rogers"John Sculley's Lessons from Inside Apple," by Steven Pearlstein and Lucien Rhodes"The Big Store: Sears in Maturity," by Donald R. KatzChapter 5. Power and Politics: "Revolutionary Change" Introductory Notes"Power, Greed, and Glory on Wall Street," by Ken Auletta"Champagne Shoot-out in France," by Keith WheatleyWar and Peace at the Bottom:"War and Peace: Labor Relations at Two Steelmakers," by Thomas F. O'Boyle and Terence Roth"Class Consciousness Raising," by Stanley W. Angrist"Weirton to Seek Cuts in Its Work Force," by Pamela GaynorPart lII. Change What?Chapter 6. Change in Form, Forms of ChangeOrganizational Identity and Change at the BoundariesSize, Shape, and Habits: Changing Structure and CultureThe Drama of Control Change: Ownership, Governance, and Stakeholder VoiceA Note on Crisis ManagementManagerial Implications of Changes in Organizational FormChapter 7. Restructuring and Redefining Boundaries: Identity ChangeIntroductory Notes"Reinventing an Italian Chemical Company: Montedison 1986," by Joseph L. Bower, Neil Monnery, and William O. Ingle"The Human Side of Mergers: The Western-Delta Story," by Cynthia A. Ingols and Paul S. Myers"The Feudal World of Japanese Manufacturing," by Kuniyasu SakaiChapter 8. Shaping Up, Skinnying Down, and Revitalizing: Coordination and "Culture" ChangeIntroductory NotesTwo CEOs on Change in Form:"The Logic of Global Business: An Interview with ABB's Percy Barnevik," by William Taylor"Championing Change: An Interview with Bell Atlantic's Raymond Smith," by Rosabeth Moss Kanter"Driving Quality at Ford," by Greg Easterbrook"The Case of the Downsizing Decision," by Barry A. SteinChapter 9. Makeover Through Takeover: Control ChangeIntroductory Notes"Lucky Stores: Restructuring to Survive the Takeover Threat," by Lisa Richardson and Alistair Williamson"Lessons from a Middle Market LBO: The Case of O. M. Scott," by George P. Baker and Karen H. WruckPart IV. Change How?Chapter 10. The Challenges of Execution: Roles and Tasks in the Change ProcessThe Messy Terrain of ChangeThe Changemakers: Strategists, Implementors, RecipientsShips Passing in the Day: How Views of Change DifferTen Commandments for Executing ChangeCharting a Course for ChangeResponding to Situational RequirementsChapter 11. Sensing the Environment, Creating Visions: Change StrategistsIntroductory Notes"Northwest Airlines Confronts Change," by Susan Rosegrant and Todd JickBehind the Steering Wheel at General Motors, 1985-90:"The Innovator," by Cary Reich"How I Would Turn Around GM," by Ross Perot"The Painful Reeducation of a Company Man: An Interview with Roger Smith," by Business Monthly"Advice for G.M.'s Bob Stempel," by Paul Judge"Bob Galvin and Motorola, Inc.," by Todd Jick and Mary GentileChapter 12. Action Tools and Execution Dilemmas: Change ImplementorsIntroductory Notes"The Dilemmas of a Changemaker," by William Shea"Three in the Middle: The Experience of Making Change at Micro Switch," by Susan Rosegrant and Todd Jick"Toward a Boundary-less Firm at General Electric," by Mark Potts"British Air's Profitable Private Life," by Steve LohrChapter 13. Angered or Energized?: Change RecipientsIntroductory Notes"IBM's Blue Mood Employees," by Paul B. Carroll"Takeover: A Tale of Loss, Change, and Growth," by Dwight Harshbarger"GE Keeps Those Ideas Coming," by Thomas A. Stewart"Downsizing: One Manager's Personal Story," by Amy LevyPart V. ActionChapter 14. Where to BeginWhy Organizations Succeed: Assessing Change StrategyWhen Organizational Change Works: Building the Future Through Understanding the PastMaking It Happen and Making It StickGetting StartedIndex

Rosabeth Moss Kanter is the Ernest L. Arbuckle professor of business at Harvard Business School.

• ContentsAcknowledgmentsPart I. OrientationChapter 1. The "Big Three" Model of ChangeRoadblocks to Progress: The Change ProblemWhat Is Change?The Importance of Motion: An Action View of OrganizationsThe "Big Three" Model: Three Kinds of Motion, Three Forms of Change, Three Roles in the Change ProcessLooking Back or Looking Forward?: Multiple Possibilities and the Opportunities for ManagersPart II. Change When?Chapter 2. Organizations and Environments in Motion: The Nature and Scope of Change PressuresEnvironmental Forces: Adaptation and ChoiceLife Cycles, "Growth," and Organic Change PressuresPolitical Conflicts and Economic Interests: The Struggle for ControlIntegrating the ForcesMastering Emergent Change: Lessons for LeadersChapter 3. Fitting or Creating the Environment: "Macro-Evolutionary" ChangeIntroductory Notes"Rockport Shoe Company: The Evolution of the Katz Family Business," by James A. Phills, Jr."Banc One Corporation: Anticipatory Evolution," by Paul S. Myers and Rosabeth Moss Kanter"The Sweater Trade, From Hong Kong to New York," by James Lardner"Keeping Up with the Information: On-line in the Philippines and London," by John Maxwell HamiltonChapter 4. Growing and Aging: "Micro-Evolutionary" ChangeIntroductory Notes"The Rise and Fall of an Entrepreneur," by Thomas R. IttlesonHypergrowth and Transition at Apple Computer:"Diary of a Middle Manager," by Donna Dubinsky"Jobs Talks About His Rise and Fall," by Gerald C. Lubenow and Michael Rogers"John Sculley's Lessons from Inside Apple," by Steven Pearlstein and Lucien Rhodes"The Big Store: Sears in Maturity," by Donald R. KatzChapter 5. Power and Politics: "Revolutionary Change" Introductory Notes"Power, Greed, and Glory on Wall Street," by Ken Auletta"Champagne Shoot-out in France," by Keith WheatleyWar and Peace at the Bottom:"War and Peace: Labor Relations at Two Steelmakers," by Thomas F. O'Boyle and Terence Roth"Class Consciousness Raising," by Stanley W. Angrist"Weirton to Seek Cuts in Its Work Force," by Pamela GaynorPart lII. Change What?Chapter 6. Change in Form, Forms of ChangeOrganizational Identity and Change at the BoundariesSize, Shape, and Habits: Changing Structure and CultureThe Drama of Control Change: Ownership, Governance, and Stakeholder VoiceA Note on Crisis ManagementManagerial Implications of Changes in Organizational FormChapter 7. Restructuring and Redefining Boundaries: Identity ChangeIntroductory Notes"Reinventing an Italian Chemical Company: Montedison 1986," by Joseph L. Bower, Neil Monnery, and William O. Ingle"The Human Side of Mergers: The Western-Delta Story," by Cynthia A. Ingols and Paul S. Myers"The Feudal World of Japanese Manufacturing," by Kuniyasu SakaiChapter 8. Shaping Up, Skinnying Down, and Revitalizing: Coordination and "Culture" ChangeIntroductory NotesTwo CEOs on Change in Form:"The Logic of Global Business: An Interview with ABB's Percy Barnevik," by William Taylor"Championing Change: An Interview with Bell Atlantic's Raymond Smith," by Rosabeth Moss Kanter"Driving Quality at Ford," by Greg Easterbrook"The Case of the Downsizing Decision," by Barry A. SteinChapter 9. Makeover Through Takeover: Control ChangeIntroductory Notes"Lucky Stores: Restructuring to Survive the Takeover Threat," by Lisa Richardson and Alistair Williamson"Lessons from a Middle Market LBO: The Case of O. M. Scott," by George P. Baker and Karen H. WruckPart IV. Change How?Chapter 10. The Challenges of Execution: Roles and Tasks in the Change ProcessThe Messy Terrain of ChangeThe Changemakers: Strategists, Implementors, RecipientsShips Passing in the Day: How Views of Change DifferTen Commandments for Executing ChangeCharting a Course for ChangeResponding to Situational RequirementsChapter 11. Sensing the Environment, Creating Visions: Change StrategistsIntroductory Notes"Northwest Airlines Confronts Change," by Susan Rosegrant and Todd JickBehind the Steering Wheel at General Motors, 1985-90:"The Innovator," by Cary Reich"How I Would Turn Around GM," by Ross Perot"The Painful Reeducation of a Company Man: An Interview with Roger Smith," by Business Monthly"Advice for G.M.'s Bob Stempel," by Paul Judge"Bob Galvin and Motorola, Inc.," by Todd Jick and Mary GentileChapter 12. Action Tools and Execution Dilemmas: Change ImplementorsIntroductory Notes"The Dilemmas of a Changemaker," by William Shea"Three in the Middle: The Experience of Making Change at Micro Switch," by Susan Rosegrant and Todd Jick"Toward a Boundary-less Firm at General Electric," by Mark Potts"British Air's Profitable Private Life," by Steve LohrChapter 13. Angered or Energized?: Change RecipientsIntroductory Notes"IBM's Blue Mood Employees," by Paul B. Carroll"Takeover: A Tale of Loss, Change, and Growth," by Dwight Harshbarger"GE Keeps Those Ideas Coming," by Thomas A. Stewart"Downsizing: One Manager's Personal Story," by Amy LevyPart V. ActionChapter 14. Where to BeginWhy Organizations Succeed: Assessing Change StrategyWhen Organizational Change Works: Building the Future Through Understanding the PastMaking It Happen and Making It StickGetting StartedIndex