• Summary
  • Contents
  • Subject index

This book presents a new and fundamentally different way of understanding organizational change. The authors present a new model of change management which identifies four core tasks that are crucial to the success of any change initiative in organizations. These are: appreciating change, mobilizing support for change, executing change and building change capability. They contend that failures of change initiatives result from failure to manage one or more of these tasks effectively.

Appreciating Change: Mental and Business Models
Appreciating change: Mental and business models

We begin by describing four types of change and identifying two strategic errors that can arise while appreciating change. Type 1 error is defined as engaging in too little change, while Type 2 error is launching too much change. We discuss the role of cognition in appreciating change and identify the root cause for the two strategic errors. These errors arise from inappropriate mental models. We examine how mental models are shaped and present ideas for avoiding these errors by engaging in appropriate learning processes. Finally we bring together the key ideas from the previous chapter and this one, to diagnose the change issues and decide on a change agenda. This involves becoming aware ...

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