Professor James McCalman is the Head of the Centre for Strategy and Leadership at the University of Portsmouth, UK.  Professor Robert A. Paton is the Director of Graduate Studies, Adam Smith Business School, and a Deputy Dean, College of Social Sciences, at the University of Glasgow, UK.  Sabina Siebert is a professor of management in the Adam Smith Business School, University of Glasgow, UK. Her research interests include organizational trust, distrust and trust repair, organizations and professions, and management in the creative industries. She employs a range of qualitative methodologies including discourse analysis, narrative analysis, and organizational ethnography. She has researched an ancient profession—Scottish advocates (an article based on this study was published in the Academy of Management Journal). She is currently the Academic Fellow of UK Parliament where she is studying the link between the institution of Parliament and the buildings in which it is located. She has published her research in Organization Studies, Work Employment and Society, Sociology and Social Studies of Medicine.

This book addresses some of the key issues related to change from a practical, hands-on and realistic perspective. It will help the reader understand how to lead change; engage with change and survive change. In the fourth edition, the focus remains very firmly on the ‘nuts and bolts’ of organizational change – competing resources; politics; conflicts of interest and understanding. But the reader also benefits from change being examined from two very different angles – the organized systems perspective and a focus on people development.

• PART 1: THE IMPACT AND DEFINITION OF CHANGEChapter 1: Introducing Change ManagementChapter 2: Change and the Manager and the Objective OutsiderChapter 3: Cultural attributes of changeChapter 4: Leading ChangePART 2: IMPLEMENTATION AND EVALUATION OF CHANGEChapter 5: The Nature of ChangeChapter 6: Mapping ChangeChapter 7: The Systems Approach to ChangeChapter 8: Total Project ManagementChapter 9: People ManagementChapter 10: Organizational DevelopmentPART 3: CHANGE MANAGEMENT – A CRITICAL PERSPECTIVEChapter 11: Competing narrativesChapter 12: Organizational Politics and ChangeChapter 13: The Future of Change

Professor James McCalman is the Head of the Centre for Strategy and Leadership at the University of Portsmouth, UK.  Professor Robert A. Paton is the Director of Graduate Studies, Adam Smith Business School, and a Deputy Dean, College of Social Sciences, at the University of Glasgow, UK.  Sabina Siebert is a professor of management in the Adam Smith Business School, University of Glasgow, UK. Her research interests include organizational trust, distrust and trust repair, organizations and professions, and management in the creative industries. She employs a range of qualitative methodologies including discourse analysis, narrative analysis, and organizational ethnography. She has researched an ancient profession—Scottish advocates (an article based on this study was published in the Academy of Management Journal). She is currently the Academic Fellow of UK Parliament where she is studying the link between the institution of Parliament and the buildings in which it is located. She has published her research in Organization Studies, Work Employment and Society, Sociology and Social Studies of Medicine.

This book addresses some of the key issues related to change from a practical, hands-on and realistic perspective. It will help the reader understand how to lead change; engage with change and survive change. In the fourth edition, the focus remains very firmly on the ‘nuts and bolts’ of organizational change – competing resources; politics; conflicts of interest and understanding. But the reader also benefits from change being examined from two very different angles – the organized systems perspective and a focus on people development.

• PART 1: THE IMPACT AND DEFINITION OF CHANGEChapter 1: Introducing Change ManagementChapter 2: Change and the Manager and the Objective OutsiderChapter 3: Cultural attributes of changeChapter 4: Leading ChangePART 2: IMPLEMENTATION AND EVALUATION OF CHANGEChapter 5: The Nature of ChangeChapter 6: Mapping ChangeChapter 7: The Systems Approach to ChangeChapter 8: Total Project ManagementChapter 9: People ManagementChapter 10: Organizational DevelopmentPART 3: CHANGE MANAGEMENT – A CRITICAL PERSPECTIVEChapter 11: Competing narrativesChapter 12: Organizational Politics and ChangeChapter 13: The Future of Change

Professor James McCalman is the Head of the Centre for Strategy and Leadership at the University of Portsmouth, UK.  Professor Robert A. Paton is the Director of Graduate Studies, Adam Smith Business School, and a Deputy Dean, College of Social Sciences, at the University of Glasgow, UK.  Sabina Siebert is a professor of management in the Adam Smith Business School, University of Glasgow, UK. Her research interests include organizational trust, distrust and trust repair, organizations and professions, and management in the creative industries. She employs a range of qualitative methodologies including discourse analysis, narrative analysis, and organizational ethnography. She has researched an ancient profession—Scottish advocates (an article based on this study was published in the Academy of Management Journal). She is currently the Academic Fellow of UK Parliament where she is studying the link between the institution of Parliament and the buildings in which it is located. She has published her research in Organization Studies, Work Employment and Society, Sociology and Social Studies of Medicine.

This book addresses some of the key issues related to change from a practical, hands-on and realistic perspective. It will help the reader understand how to lead change; engage with change and survive change. In the fourth edition, the focus remains very firmly on the ‘nuts and bolts’ of organizational change – competing resources; politics; conflicts of interest and understanding. But the reader also benefits from change being examined from two very different angles – the organized systems perspective and a focus on people development.

• PART 1: THE IMPACT AND DEFINITION OF CHANGEChapter 1: Introducing Change ManagementChapter 2: Change and the Manager and the Objective OutsiderChapter 3: Cultural attributes of changeChapter 4: Leading ChangePART 2: IMPLEMENTATION AND EVALUATION OF CHANGEChapter 5: The Nature of ChangeChapter 6: Mapping ChangeChapter 7: The Systems Approach to ChangeChapter 8: Total Project ManagementChapter 9: People ManagementChapter 10: Organizational DevelopmentPART 3: CHANGE MANAGEMENT – A CRITICAL PERSPECTIVEChapter 11: Competing narrativesChapter 12: Organizational Politics and ChangeChapter 13: The Future of Change