Change is a constant in today's organizations. Leaders, managers, and employees at all levels must understand both how to implement planned changed and effectively handle unexpected change. The Fifth Edition of the Organization Change: Theory and Practice provides an eye-opening exploration into the nature of change by presenting the latest evidence-based research to discuss a range of theories, models, and perspectives on organization change. Bestselling author, W. Warner Burke, skillfully connects theory to practice with modern cases of effective and ineffective organization change, recent examples of transformational leadership and planned and revolutionary change, and best practices to successfully influence change. This fully-updated new edition also includes a new chapter on healthcare and government organizations, offering practical applications for non-profit organizations.

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This volume contains the must reads for a depth of understanding about organization change. Each of book's seventy-five papers included in this volume have launched their own fields of inquiry or practices and are the key readings for any student or practitioner of organization development. The most notable articles on organization development by such luminaries in the field as Bennis, Schein, Tichy, Tushman, Weick, Drucker, Quinn, Beckhard, O'Toole, Bridges, Hamel, Gladwell, and Argyris.

In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they Commit to organizational objectives and culture Transform behaviors, cultures, and perceptions Implement competency or organization effectiveness models Exhibit strong top management leadership support and passion

Learn how to harness change and use it as a competitive advantage! Organizing Change shows you how to organize and activate a team process to accomplish a successful change initiative throughout your organization. Using the process outlined in this book, your organization will be able to respond quickly yet methodically to your organization's needs while your company maintains, and even increases, productivity and results throughout the change process. "In Organizing Change Lee and Krayer have taken what most executives regard as consultant candy and transformed it into a science . . . a doable science." --Joseph F. Carlisle, senior consultant, Training Consulting Softek, Denton, Texas Written for organizational development consultants, human resources professionals, managers at all levels, and organizational change agents, this important resource is a valuable asset that contains a wealth of tools, ideas, as well as a wide variety of checklists, worksheets, templates, and forms that you can use to assist you in organizing change initiatives.

Culture, leadership and the ability to change determine organizational performance... But 75% of organizational change programs fail - being too conceptual, organization-wide and command-and-control like. That's why change consultant Marcella Bremer developed this pragmatic approach to organizational culture, change and leadership. The starting point is the validated Organizational Culture Assessment Instrument based on the Competing Values Framework by professors Kim Cameron and Robert Quinn. Next, Bremer shows how to engage people in OCAI-workshops or Change Circles. In peer groups of 10 coworkers they develop a change plan for their teams that is also personal and focused on specific behaviors. These Change Circles of 10 use the mechanism of "Copy, Coach and Correct" within groups to help organization members to implement the change and develop those behaviors that will make a difference. This book is a pragmatic user's guide to organizational culture change. Learn the best practices from a change consultant and unleash your organization, too!

"A good balance between theory and practice . . . it definitely fills a void in the [lack of] texts in the area and the change literature in general . . . a good fit for my graduate class on 'Managing Organizational Change.'" —Anthony F. Buono, McCallum Graduate School of Business, Bentley College "Like Gareth Morgan's Images of Organization, this book is a superb blend of theory and practicality. It demystifies chaos and paradox, and it encourages the understanding of organizational dynamics from multiple perspectives. It is refreshing to read a book that presents diverse theories and interventions so even-handedly." —Andrea Markowitz, Ph.D., President, OB&D, Inc. Learning to Change: A Guide for Organizational Change Agents provides a comprehensive overview of organizational change theories and practices developed by both U.S. and European change theorists. The authors compare and contrast five fundamentally different ways of thinking about change: yellow print thinking, blue print thinking, red print thinking, green print thinking and white print thinking. They also discuss in detail the steps change agents take, such as diagnosis, change strategy, the intervention plan, and interventions. In addition, they explore the attributes of a successful change agent and provide advice for career and professional development. The book includes case studies that describe multiple approaches to organizational change issues. This book will appeal to both the practitioner and academic audiences. It can be used as a text in graduate courses in change management and will also be a useful reference for consultants and managers. Features: Discusses the abilities, attitudes, and styles of successful change agents Describes five fundamentally different ways of thinking about change Presents a state-of-the-art overview of change management insights, methods, and instruments Summarizes an extensive amount of organizational change literature Supplies readers with useful insights and courses of action that will allow them to design and implement change professionally Learning to Change became a bestseller upon its initial publication in the Netherlands. The color-model on change is very popular among thousands of managers and change consultants and presents a new approach to change processes and a new language for change.