Contents -- Acknowledgements -- Introduction -- WHO THIS BOOK IS AIMED AT -- THE BASIC CONTENT OF THE BOOK -- WHY EXPLORE DIFFERENT APPROACHES TO CHANGE? -- OVERVIEW OF STRUCTURE -- MESSAGE TO READERS -- Part One The underpinning theory -- 01 Individual change -- INTRODUCTION -- LEARNING AND THE PROCESS OF CHANGE -- THE BEHAVIOURAL APPROACH TO CHANGE -- THE COGNITIVE APPROACH TO CHANGE -- THE PSYCHODYNAMIC APPROACH TO CHANGE -- THE HUMANISTIC SYCHOLOGY APPROACH TO CHANGE -- PERSONALITY AND CHANGE -- MANAGING CHANGE IN SELF AND OTHERS -- SUMMARY AND CONCLUSIONS -- 02 Team change -- INTRODUCTION -- WHAT IS A GROUP AND WHEN IS IT A TEAM? -- WHY WE NEED TEAMS -- THE TYPES OF ORGANIZATIONAL TEAMS -- HOW TO IMPROVE TEAM EFFECTIVENESS -- WHAT TEAM CHANGE LOOKS LIKE -- THE LEADERSHIP ISSUES IN TEAM CHANGE -- HOW INDIVIDUALS AFFECT TEAM DYNAMICS -- HOW WELL TEAMS INITIATE AND ADAPT TO ORGANIZATIONAL CHANGE -- SUMMARY AND CONCLUSIONS -- 03 Organizational change -- HOW ORGANIZATIONS REALLY WORK -- MODELS OF AND APPROACHES TO ORGANIZATIONAL CHANGE -- SUMMARY AND CONCLUSIONS -- 04 Leading change -- INTRODUCTION -- VISIONARY LEADERSHIP -- ROLES THAT LEADERS PLAY -- LEADERSHIP STYLES, QUALITIES AND SKILLS -- DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE -- THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES -- SUMMARY AND CONCLUSIONS -- 05 The change agent -- INTRODUCTION -- MODELS OF CHANGE AGENCY -- THE CONSULTING PROCESS -- CHANGE AGENT TOOLS AND FRAMEWORKS -- COMPETENCIES OF THE CHANGE AGENT -- DEEPER ASPECTS OF BEING A CHANGE AGENT -- SUMMARY AND CONCLUSIONS -- Part Two The applications -- STRATEGIC CHANGE PROCESS -- OVERVIEW OF STRUCTURE -- 06 Restructuring -- REASONS FOR RESTRUCTURING -- THE RESTRUCTURING PROCESS -- RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY.

ENABLING TEAMS TO ADDRESS ORGANIZATIONAL CHANGE -- CONCLUSION -- 07 Mergers and acquisitions -- THE PURPOSE OF MERGER AND ACQUISITION ACTIVITY -- LESSONS FROM RESEARCH INTO SUCCESSFUL AND UNSUCCESSFUL MERGERS AND ACQUISITIONS -- APPLYING THE CHANGE THEORY: GUIDELINES FOR LEADERS -- SUMMARY -- 08 Cultural change -- GUIDELINES FOR ACHIEVING SUCCESSFUL CULTURAL CHANGE -- CASE STUDY ONE: ALIGNING THE ORGANIZATION -- CASE STUDY TWO: REBRANDING THE ORGANIZATION -- CASE STUDY THREE: CREATING AN EMPLOYER BRAND -- 09 IT-based process change -- STRATEGY AND IT -- THE ROLE OF IT MANAGEMENT -- THE NEED FOR IT CHANGE MANAGERS -- ACHIEVING PROCESS CHANGE -- CHANGING THE INFORMATION CULTURE -- NEW RULES FOR A NEW AGE -- SUMMARY AND CONCLUSIONS -- Part Three Emerging inquiries -- 10 Complex change -- INTRODUCTION -- WHEN IS CHANGE COMPLEX? -- UNDERSTANDING HOW COMPLEXITY SCIENCE APPLIES TO ORGANIZATIONAL CHANGE -- TOOLS THAT SUPPORT COMPLEX CHANGE -- THE ROLE OF LEADERS IN COMPLEX CHANGE -- SUMMARY AND CONCLUSIONS -- 11 Leading change in uncertain times -- INTRODUCTION -- THE IMPACT OF UNCERTAINTY ON OUR WORKING LIVES -- New organizational forms and ways of doing business -- New careers and the need for 'managing oneself' -- DECISION MAKING IN AN UNCERTAIN WORLD -- SKILLS AND TOOLS TO SUPPORT LEADING CHANGE THROUGH UNCERTAINTY -- SUMMARY AND CONCLUSIONS -- Conclusion -- HOW TO GET IN TOUCH WITH THE AUTHORS OF THIS BOOK -- References -- Index.