The Theory and Practice of Change Management

It would be hard to improve on the last edition of Hayes book, but this version does. Wonderfully clear, it is a useful book for course leaders in the human side of strategy, and a great lifelong learning companion for anyone moving into a change agents role or looking to change their organisation. The new, reframed chapters on making change stick are a great addition. * Peter Antonioni, Lecturer, University College London, UK. * Getting people to change, even when it is in their best interest to do so, is the most difficult task faced by any leader. Hayes makes this content readily accessible, in one of the best management texts I have ever read. * Nicholas S. Miceli, Associate Professor of Management/Accounting, Park University, USA. * This text has three great strengths as an effective learning resource: it is one of the few texts where chapters clearly align with managing the change process; it emphasises the people management issues associated with implementing change; and each chapter provides at least one brief practical case study, drawing from a range of industries and organisations located around the globe. * Jan Fermelis, Senior Lecturer, Deakin University, Australia. *

John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK.

Part 1 - Managing change: a process perspective Intro to Part 1 1. Process models of change 2. Leading change Part 2 - Recognising the need for change Intro to Part 2 3. Patterns of change 4. Sources of change 5. Recognizing the need for change 6. Using value innovation 7. Starting the change Part 3 - Diagnosing what needs to be changed Intro to Part 3 8. Diagnosis 9. Gathering and interpreting Part 4 - Planning and preparing for change Intro Part 4 10. Shaping implementation strategies 11. Developing a change plan 12. Types of interventions based on who does what 13. Types of intervention based on issues to be resolved 14. Selecting interventions Part 5 - Leading and managing the people issues Intro to Part 5 15. Building change relationships 16. The role of leadership 17. Power, politics and stakeholder management 18. Responsible change management 19. Managing context to promote ethical practice 20. Communicating change 21. Motivating others to change 22. Supporting others through change Part 6 - Implementing change and reviewing progress Intro to Part 6 23. Implementing change 24. Reviewing and keeping the change on track Part 7 - Sustaining change Intro to Part 7 25. Making the change stick 26. Spreading the change Part 8 - Learning Intro to Part 8 27. Change managers learning from their own experience 28. Facilitating collective learning 29. Pulling it all together: a concluding case study