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Organizational Change
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Organizational Change
An Action-Oriented Toolkit

Fifth Edition
February 2024 | 568 pages | SAGE Publications, Inc
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In today’s world, organizational resilience, adaptability and agility gain new prominence.  Awaken, mobilize, accelerate, and institutionalize change with Organizational Change: An Action-Oriented Toolkit, Fifth Edition. Bridging theory with practice, this new edition uses models, examples, and exercises to help students engage others in the change process. Authors Gene Deszca, Cynthia Ingols, Tupper F. Cawsey, and Evelina Atanassova provide tools for implementing, measuring, and monitoring sustainable change initiatives and helping organizations achieve their objectives. 
 
Chapter 1 • Changing Organizations in Our Complex World
Defining Organizational Change

 
The Orientation of This Book

 
The Implications of Worldwide Trends for Change Management

 
Organizational Change Roles

 
The Requirements for Becoming a Successful Change Leader

 
 
Chapter 2 • How to Lead Organizational Change: Frameworks
Why Systematically Learn about Organizational Change?

 
Differentiating How to Change from What to Change

 
(1) Stage Theory of Change: Lewin

 
(2) Eight-Stage Model of Organizational Change: Kotter

 
(3) Giving Voice to Values: Gentile

 
(4) Emotional Transitions Through Change: Duck

 
(5) The Change Path Model: Deszca, Ingols, and Atanassova

 
Application of the Change Path Model

 
 
Chapter 3 • What to Change in an Organization: Frameworks
Open Systems Approach to Organizational Analysis

 
(1) Nadler and Tushman’s Congruence Model

 
(2) Bolman and Deal’s Four-Frame Model

 
(3) Sterman’s Systems Dynamics Model

 
(4) Greiner’s Model of Organizational Growth

 
 
Chapter 4 • Who Leads the Change
The Strategic Purpose of Change Leadership

 
Demystifying Successful Change Leaders

 
Developing into a Change Leader

 
Diverse Types of Change Leaders

 
Change Teams

 
Internal Versus External Consultants

 
Change from the Middle: Everyone Needs to Be a Change Leader

 
Rules of Thumb for Change Agents

 
 
Chapter 5 • Awakening: Building and Energizing the Need for Change
Understanding the Need for Change

 
Assessing the Readiness for Change

 
Developing a Powerful Vision for Change

 
The Difference Between an Organizational Vision and a Change Vision

 
Examples of Visions for Change

 
 
Chapter 6 • Navigating Change Through Formal Structures and Systems
Making Sense of Formal Structures and Systems

 
Impact of Uncertainty and Complexity on Formal Structures and Systems

 
Formal Structures and Systems from an Information Perspective

 
Using Structures and Systems to Influence the Approval and Implementation of Change

 
Aligning Strategically, Starting Small, and “Morphing” Tactics

 
The Interaction of Structures and Systems with Change During Implementation

 
Using Structures and Systems to Facilitate the Acceptance of Change

 
 
Chapter 7 • Navigating Organizational Politics and Culture
Power Dynamics in Organizations

 
Organizational Culture and Change

 
Tools to Assess the Need for Change

 
 
Chapter 8 • Mobilizing: Recipients of Change and Internal Stakeholders
Stakeholders Respond Variably to Change Initiatives

 
Responding to Various Feelings in Stakeholders

 
Make the Change to the Psychological Contract Explicit and Transparent

 
Integrity and Competence Are Two Important Antidotes to Skepticism and Cynicism

 
Avoiding Coercion but Pushing Hard: The Sweet Spot?

 
Ensuring Consistent Signals from Systems and Processes

 
Steps to Minimize the Negative Effects of Change

 
 
Chapter 9 • Moving from Mobilizing to Accelerating Change: Action Planning & Implementation Tools
Prelude to Action: Selecting the Path Forward

 
Plan the Work

 
Action Planning Tools

 
Working the Plan Ethically and Adaptively

 
Transition Management

 
 
Chapter 10 • Institutionalizing the Changes
Aligning the Change with the Organization

 
Engaging People Operations

 
Celebrating and Learning

 
 
Chapter 11 • Change Management Data Analysis
Selecting and Implementing Change Metrics

 
Measurement Systems and Change Management

 
Change Strategy Measurement Tools

 
 
Chapter 12 • The Future of Change and the Future of Organizations
The Framework: Change Path Model

 
Future Organizations and Their Impact

 
Specialist and Generalist: Divergent Career Paths

 
Paradoxes in Organizational Change

 
Orienting Yourself to Organizational Change

 

"Easy to read, students will be able to understand and relate."

Hal Kingsley
SUNY Buffalo State College

"A text with a creative orientation to the topic. Easy for students to comprehend knowledge and apply through activities. Simply a
great text for highlighting self-reflection and self-assessment throughout."

Shonda Lawrence
Clark Atlanta University

"Excellent book for organizational change. I have used other textbooks in the past and this is by far my favorite book as I find it to be
practical, comprehensive, and does not have as much redundancy across chapters as other organizational change textbooks do."

Courtney Williams
University of Toledo

"Easy to read. Plenty of good examples for students to read. Real life examples that expose students to what they might see as a new
grad. Introduces numerous models and theories. Plenty of takeaways for academics or practitioners." 

Brooke Kincade
University of Houston, Downtown

"A step by step (sort of) framework for building momentum to change, making a change and reflecting on the context (PESTEL) factors
influencing change in the workplace."

Marsha Milgrom
Metropolitan State University
Key features
NEW TO THIS EDITION:
  • New critical thinking exercises, checklists, and examples make this edition the most applied and student-friendly yet. 
  • This edition is even more accessible to a diversity of readers, with clarified and simplified theoretical material, models, and language and formatting.
  • Seven new comprehensive cases on topics like the impact of Covid-19 on fitness centers, the implementation of DEI strategy at Federal Reserve Bank, and healthcare burnout in rural areas provide students with an opportunity to further develop their organizational assessment and change implementation skills.
  • New and updated coverage of key topics such as supply chain issues, globalization, diversity, equity, and inclusion, network power, sustainability, and data analytics and decision making are included. 
     

 

KEY FEATURES:

 

    • Organized around The Change Path Model: The book describes the change process in four distinct stages to provide clarity for readers regarding the nature of the change process and the characteristics that need to be managed during the different phases.
    • Takes a pragmatic, action-oriented approach: Frameworks are given to help students understand, plan, implement, and evaluate change.
    • Emphasizes the measurement of change: Students will learn that measurement is crucial not only to determine the progress of change plans but also that measurement itself is a change tool.
    • Demonstrates principles and applications: Engaging, real-world examples, exercises, and cases illustrate theory and concepts.
    • Offers an integrating organizational change model: Each chapter is positioned in the organizational change model so students can see the connections between topics and chapters.

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