{"product_id":"organizational-change-9781119431244","title":"Organizational Change","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eA comprehensive guide to essential theories and practices of change creation and implementation\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOrganizational Change \u003c\/i\u003eprovides an essential overview to implementing deliberate and focused change through effective communication strategies. Author Laurie Lewis integrates academic rigor with real-world case studies to provide a comprehensive examination of both theoretical and pragmatic approaches to alterations and modifications of organizational structures. Emphasizing the importance of formal and informal communication in implementation of change, this text investigates methods of information dissemination and examines various channels for communicating change. Coverage of stakeholder relationships, concepts of uncertainty and resistance, assessing change outcomes, and more provides readers with a solid foundational knowledge of change dynamics in organizations.\u003c\/p\u003e \u003cp\u003eExtensively revised and updated, this second edition provides new case studies on topics such \u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\u003cb\u003eIntroduction 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eState of the Art 3\u003c\/p\u003e \u003cp\u003eWeaknesses in Current Approaches to Change Implementation 4\u003c\/p\u003e \u003cp\u003eA Stakeholder Theory Perspective 7\u003c\/p\u003e \u003cp\u003eHighlight Box 1: Hershey Builds a Community 9\u003c\/p\u003e \u003cp\u003eA Communication Perspective 12\u003c\/p\u003e \u003cp\u003eCases of Organizational Change 14\u003c\/p\u003e \u003cp\u003eIngredients Incorporated 14\u003c\/p\u003e \u003cp\u003eSpellings Commission on Higher Education 15\u003c\/p\u003e \u003cp\u003eConclusion 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 Defining Organizational Change 20\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Role of Communication in Triggering Change 21\u003c\/p\u003e \u003cp\u003eFailure in Change 24\u003c\/p\u003e \u003cp\u003eWhat Is Organizational Change? 25\u003c\/p\u003e \u003cp\u003eDrive‐thru Diffusion 27\u003c\/p\u003e \u003cp\u003eCommunication, Social Pressure, and Diffusion 28\u003c\/p\u003e \u003cp\u003eHighlight Box 1.1: The Malcolm Baldrige Award 30\u003c\/p\u003e \u003cp\u003eImplementation 31\u003c\/p\u003e \u003cp\u003eUnderstanding Key Terms 32\u003c\/p\u003e \u003cp\u003eA Complex Model of Innovation, Diffusion, Adoption,and Implementation 34\u003c\/p\u003e \u003cp\u003eCase Box 1.1: Ingredients Inc. Experiences Overlapping Changes 37\u003c\/p\u003e \u003cp\u003eTypes of Organizational Change 37\u003c\/p\u003e \u003cp\u003eComplexity of Change Within Organizations 42\u003c\/p\u003e \u003cp\u003eInterdependence 42\u003c\/p\u003e \u003cp\u003eStructures 44\u003c\/p\u003e \u003cp\u003ePolitics 46\u003c\/p\u003e \u003cp\u003eCase Box 1.2: Spellings Commission Political Positions Play a Role 48\u003c\/p\u003e \u003cp\u003eConclusion 49\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Processes of Communication During Change 53\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFormal Communication 54\u003c\/p\u003e \u003cp\u003eCase Box 2.1: Spellings Commission – Responses to Change Announcement 55\u003c\/p\u003e \u003cp\u003eInformal Communication 55\u003c\/p\u003e \u003cp\u003eImportance of Communication 56\u003c\/p\u003e \u003cp\u003eCommunication Processes 57\u003c\/p\u003e \u003cp\u003eInformation Dissemination and Uncertainty 58\u003c\/p\u003e \u003cp\u003eCommon Practice Advice for Information Dissemination 62\u003c\/p\u003e \u003cp\u003eSelecting Channels for Communicating Change 64\u003c\/p\u003e \u003cp\u003eCase Box 2.2: Ingredients Inc. – Information Dissemination Campaigns 65\u003c\/p\u003e \u003cp\u003eInformal Information Dissemination 66\u003c\/p\u003e \u003cp\u003eCase Box 2.3: Spellings Commission – Stakeholders’ Informational Campaign 67\u003c\/p\u003e \u003cp\u003eCreating Knowledge 68\u003c\/p\u003e \u003cp\u003eSoliciting Input 69\u003c\/p\u003e \u003cp\u003ePractice Advice for Seeking Input 70\u003c\/p\u003e \u003cp\u003eVoice and Empowerment 70\u003c\/p\u003e \u003cp\u003eDesign of Input Solicitation 73\u003c\/p\u003e \u003cp\u003eCategorizing Approaches to Input Solicitation 76\u003c\/p\u003e \u003cp\u003ePerspectives of Input Providers 79\u003c\/p\u003e \u003cp\u003eStakeholders’ Input Solicitation 81\u003c\/p\u003e \u003cp\u003eCase Box 2.4: Spellings Stakeholders Solicit Input from Each Other 82\u003c\/p\u003e \u003cp\u003eSocialization 83\u003c\/p\u003e \u003cp\u003eCase Box 2.5: Homeless Net Resists Altering Role Schema 87\u003c\/p\u003e \u003cp\u003eConclusion 88\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 A Stakeholder Communication Model of Change 94\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eStakeholder Theory 95\u003c\/p\u003e \u003cp\u003eHighlight Box 3.1: HUD As a Definitive Stakeholder for Agencies Serving Homeless Populations 99\u003c\/p\u003e \u003cp\u003eCase Box 3.1: Homeless Net Implementation of Listserv Increases Awareness of Stakeholders 100\u003c\/p\u003e \u003cp\u003eComplicating Stakeholder Relationships 102\u003c\/p\u003e \u003cp\u003eMultiple Stakeholder Identities 104\u003c\/p\u003e \u003cp\u003eHighlight Box 3.2: IT Reskilling Case Study – How Stakeholder Groups View Change Differently 107\u003c\/p\u003e \u003cp\u003eStakeholder Interactions 108\u003c\/p\u003e \u003cp\u003eHighlight Box 3.3: Upton Sinclair Sets off Stakeholder Advocacy to Clean up Meat Packing Factories 109\u003c\/p\u003e \u003cp\u003eRoles Stakeholders Play in Change 110\u003c\/p\u003e \u003cp\u003eOpinion Leaders 110\u003c\/p\u003e \u003cp\u003eConnectors 111\u003c\/p\u003e \u003cp\u003eCounselors 112\u003c\/p\u003e \u003cp\u003eJournalists 114\u003c\/p\u003e \u003cp\u003eHighlight Box 3.4: Examples of “Alt” US Government 115\u003c\/p\u003e \u003cp\u003eStakeholder Model of Implementation of Change 115\u003c\/p\u003e \u003cp\u003eOutcomes 116\u003c\/p\u003e \u003cp\u003eStakeholders’ Concerns, Assessments, and Interactions 117\u003c\/p\u003e \u003cp\u003eCommunication Strategies 117\u003c\/p\u003e \u003cp\u003eAntecedents 119\u003c\/p\u003e \u003cp\u003eModel Overview 119\u003c\/p\u003e \u003cp\u003eConclusion 120\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Outcomes of Change Processes 126\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Importance of Goals 127\u003c\/p\u003e \u003cp\u003eAssessing Change Outcomes 128\u003c\/p\u003e \u003cp\u003eTiming of Assessing Outcomes 129\u003c\/p\u003e \u003cp\u003eAssessing Outcomes from Multiple Perspectives 129\u003c\/p\u003e \u003cp\u003eDifficulty of Metrics of Success 131\u003c\/p\u003e \u003cp\u003eCase Box 4.1: Homeless Net Struggles to Assess a Large Mission 132\u003c\/p\u003e \u003cp\u003eAttribution Errors 133\u003c\/p\u003e \u003cp\u003eDocumenting Failure 135\u003c\/p\u003e \u003cp\u003eHighlight Box 4.1: March of Dimes Succeeds to the Brink of Organizational Death 136\u003c\/p\u003e \u003cp\u003eAssessing Change Outcomes 137\u003c\/p\u003e \u003cp\u003eFidelity and Uniformity 138\u003c\/p\u003e \u003cp\u003eOrganizational Goals 141\u003c\/p\u003e \u003cp\u003eAuthenticity 141\u003c\/p\u003e \u003cp\u003eAssessing Results of Change 143\u003c\/p\u003e \u003cp\u003eCase Box 4.2: Ingredients Inc. – Foreknowledge and Change Burnout 145\u003c\/p\u003e \u003cp\u003eCauses for Implementation Failures and Successes 146\u003c\/p\u003e \u003cp\u003eConclusion 150\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Communication Approaches and Strategies 156\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eUniformity, Fidelity, and Models of Implementation 159\u003c\/p\u003e \u003cp\u003eCommunication Strategy Dimensions 162\u003c\/p\u003e \u003cp\u003eDissemination\/Soliciting Input 162\u003c\/p\u003e \u003cp\u003eHighlight Box 5.1: Gap’s Campaign for Cultural Transformation 163\u003c\/p\u003e \u003cp\u003eHighlight Box 5.2: CEO of Lego Transforms Co.Through Widespread Empowerment Strategy 165\u003c\/p\u003e \u003cp\u003eCase Box 5.1: Spellings Stakeholders Solicit Input and Disseminate Information 167\u003c\/p\u003e \u003cp\u003eSidedness 168\u003c\/p\u003e \u003cp\u003eCase Box 5.2: One‐ and Two‐Sided Messages from Spellings Stakeholders 171\u003c\/p\u003e \u003cp\u003eReluctance to Acknowledge Negatives 172\u003c\/p\u003e \u003cp\u003eHighlight Box 5.3: Companies Use Euphemisms to Avoid Saying “Layoffs” 173\u003c\/p\u003e \u003cp\u003eGain or Loss Frame 175\u003c\/p\u003e \u003cp\u003eTargeted or Blanket Messages 177\u003c\/p\u003e \u003cp\u003eCase Box 5.3: Memo to Ingredients Inc. 178\u003c\/p\u003e \u003cp\u003eCase Box 5.4: Official Statement by the Department of Education on Spellings Commission Report 179\u003c\/p\u003e \u003cp\u003eDiscrepancy and Efficacy 181\u003c\/p\u003e \u003cp\u003eChannels for Communicating 183\u003c\/p\u003e \u003cp\u003eConclusion 185\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Power and Resistance 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePower During Organizational Change 192\u003c\/p\u003e \u003cp\u003eCase Box 6.1: Spellings Commission’s Latent Power Recognized 195\u003c\/p\u003e \u003cp\u003eBases of Power 196\u003c\/p\u003e \u003cp\u003eCase Box 6.2: Homeless Net Recognizes Expertise Power of Implementers 197\u003c\/p\u003e \u003cp\u003eMeaning‐Centered Approach to Power 198\u003c\/p\u003e \u003cp\u003eBalances of Power 199\u003c\/p\u003e \u003cp\u003eHighlight Box 6.1: JAR Technologies Experiences Concertive Control 202\u003c\/p\u003e \u003cp\u003eResistance During Change 202\u003c\/p\u003e \u003cp\u003eThinking Patterns that Explain Managers’ “Resistance” Focus 203\u003c\/p\u003e \u003cp\u003eHighlight Box 6.2: Defensive Routines in Implementing Strategy 205\u003c\/p\u003e \u003cp\u003eWhat Is Resistance? 205\u003c\/p\u003e \u003cp\u003eForms of Resistance 208\u003c\/p\u003e \u003cp\u003eHighlight Box 6.3: Mice Don’t Overanalyze Change 210\u003c\/p\u003e \u003cp\u003eDispositional Resistance 216\u003c\/p\u003e \u003cp\u003eValue of Resistance 218\u003c\/p\u003e \u003cp\u003eThe Facebook Example 219\u003c\/p\u003e \u003cp\u003eHighlight Box 6.4: Moving Cheese Might Require Thoughtful Consideration 221\u003c\/p\u003e \u003cp\u003eConclusion 221\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Antecedents to Strategies, Assessments,and Interactions 227\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eInstitutional Factors 229\u003c\/p\u003e \u003cp\u003eImplementers’ Perceptions of Change Context 232\u003c\/p\u003e \u003cp\u003eAssessing Stakeholders and Stakeholder Values 232\u003c\/p\u003e \u003cp\u003eCase Box 7.1: Reactions of Powerful Stakeholders 235\u003c\/p\u003e \u003cp\u003eAssessing Needs for Consensus‐Building 236\u003c\/p\u003e \u003cp\u003eAssessing Needs for Efficiency 237\u003c\/p\u003e \u003cp\u003eAssessing Individual and Organizational Change History and Readiness 238\u003c\/p\u003e \u003cp\u003eCase Box 7.2: History as Prologue? Spellings Report Triggers Comparisons to NCLB 239\u003c\/p\u003e \u003cp\u003eAssessing Goals for Change 240\u003c\/p\u003e \u003cp\u003eCase Box 7.3: Flip‐Flopping on Anticipation of Change 241\u003c\/p\u003e \u003cp\u003eStakeholders’ Perceptions of Change Context 242\u003c\/p\u003e \u003cp\u003eCase Box 7.4: Discrepancy Messages Overplayed 244\u003c\/p\u003e \u003cp\u003eCase Box 7.5: Supporting Stakeholders through Change 246\u003c\/p\u003e \u003cp\u003eConclusion 248\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Stakeholder Interactions: Storying and Framing 253\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCreating Stories and Storylines That Make Sense 255\u003c\/p\u003e \u003cp\u003eHighlight Box 8.1: How We Make Stories 255\u003c\/p\u003e \u003cp\u003eCase Box 8.1: Threads of Merger Stories 257\u003c\/p\u003e \u003cp\u003eHighlight Box 8.2: Story of Bad Treatment 258\u003c\/p\u003e \u003cp\u003eMaking Stories 258\u003c\/p\u003e \u003cp\u003eCase Box 8.2: Varying Stories About What Was Announced as Change 259\u003c\/p\u003e \u003cp\u003eFraming 260\u003c\/p\u003e \u003cp\u003eFrames Tell Stories from a Perspective 260\u003c\/p\u003e \u003cp\u003eInteractional Frames 261\u003c\/p\u003e \u003cp\u003eContesting and Resisting Stories and Frames 262\u003c\/p\u003e \u003cp\u003eHighlight Box 8.3: Attempts at Framing 263\u003c\/p\u003e \u003cp\u003e“Managing Meaning” 264\u003c\/p\u003e \u003cp\u003eHow Non‐Managerial Stakeholders “Manage Meaning” 265\u003c\/p\u003e \u003cp\u003eStories and Frames Create, Maintain, and Resolve Concerns 265\u003c\/p\u003e \u003cp\u003eConcerns about Process or Substance of Change 268\u003c\/p\u003e \u003cp\u003eCreating and Resolving Alliances, Rivalries, and Schisms 270\u003c\/p\u003e \u003cp\u003eHighlight Box 8.4: Terse Telling 271\u003c\/p\u003e \u003cp\u003eHighlight Box 8.5: “We Don’t Want It Either” 272\u003c\/p\u003e \u003cp\u003eHighlight Box 8.6: Reframing and Resistance 273\u003c\/p\u003e \u003cp\u003eWhich Stories and Frames Matter? 274\u003c\/p\u003e \u003cp\u003eHighlight Box 8.7: Social Sensemaking Sets Up Material Disappointment 276\u003c\/p\u003e \u003cp\u003eConclusion 277\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9 Applying the Model in Practice 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eActivity Tracks 282\u003c\/p\u003e \u003cp\u003eManaging Meaning 283\u003c\/p\u003e \u003cp\u003eManaging Networks 283\u003c\/p\u003e \u003cp\u003eManaging Practice 284\u003c\/p\u003e \u003cp\u003eKeeping Track of the “Tracks” 284\u003c\/p\u003e \u003cp\u003eStakeholders Must Manage Activity Tracks 285\u003c\/p\u003e \u003cp\u003ePreview of Chapter and Case Introduction 286\u003c\/p\u003e \u003cp\u003eTools for Managing Activity Tracks 286\u003c\/p\u003e \u003cp\u003eMonitoring and Articulating Goals 286\u003c\/p\u003e \u003cp\u003eHighlight Box 9.1: Virtual Problems 287\u003c\/p\u003e \u003cp\u003eDeveloping Strategic Messages and Strategic Communication Plan 291\u003c\/p\u003e \u003cp\u003eAnalysis of Input 294\u003c\/p\u003e \u003cp\u003eInfluencing Implementation Climate 297\u003c\/p\u003e \u003cp\u003eMyths about Implementing Planned Change 299\u003c\/p\u003e \u003cp\u003eConclusion 302\u003c\/p\u003e \u003cp\u003eGlossary 304\u003c\/p\u003e \u003cp\u003eIndex 315 \u003c\/p\u003e","brand":"John Wiley and Sons Ltd","offers":[{"title":"Default Title","offer_id":48866395259223,"sku":"9781119431244","price":39.85,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119431244.jpg?v=1722278449","url":"https:\/\/bookcurl.com\/products\/organizational-change-9781119431244","provider":"Book Curl","version":"1.0","type":"link"}