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Making Sense of Change Management
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Provides critical knowledge for line managers facing change and project managers who want to know how change works Introduces two new chapters on Project-Led Change and Culture-Led Change to guide managers through this novel and valuable territory Stimulates readers to broaden their understanding of different cultural approaches through case studies and examples

Table of Contents

    • Chapter - 00: Introduction;
  • Section - ONE: The underpinning theory;
    • Chapter - 01: Individual change;
    • Chapter - 02: Team change;
    • Chapter - 03: Organizational change;
    • Chapter - 04: Leading change;
    • Chapter - 05: The change agent;
  • Section - TWO: The applications;
    • Chapter - 06: Restructuring;
    • Chapter - 07: Mergers and acquisitions;
    • Chapter - 08: Culture and change;
    • Chapter - 09: Project- and Programme-led change;
  • Section - THREE: Emerging inquiries;
    • Chapter - 10: Complex change;
    • Chapter - 11: Leading change in uncertain times

About the Author

Esther Cameron is a founding director of Integral Change Consulting Ltd, where she specializes in complex organizational change projects. Previously a lecturer in Change Management for the University of Bristol, she has been collecting and experimenting with approaches to change across different levels of organizational systems around the world for over 25 years. Mike Green is director of Transitional Space Ltd, a company dedicated to individual, team and organizational development across the public, private and not-for-profit sectors. He is a Visiting Fellow at Henley Business School, where he tutors and coaches in leadership and change. Mike also delivers bespoke and accredited learning programmes in change management to senior managers and change agents around the world.

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