Vermaak, Hans Vermaak; de Caluwe, Léon

Learning to Change : A Guide for Organizational Change Agents

Preface Introduction Why Change is so Complicated On Loosely Coupled Systems On Managing and Being Managed On Chaos Thinking Sociopolitical Mechanisms Four Irrational Families of Theries Full Irrationalities Thinking About Change in Five different Colors Change Strategies and Approaches Five Meanings of the Word Change Five Ways of Thinking About Change in More Detail Ideals and Pitfalls New Colors and 'Super Páradigm' Working With Colors: The Joseph and Johanna Case The Main Elements of Planning Change Elements of the Method The Preceding Change Idea and the Actual Outcome History: Driving Factors Behind the Change Idea Actors The Change Phases Communication and Sense Making Steering Playing With the Elements: A Case Illustration From Idea to Outcomes Diagnose Change Strategy Intervention Plan Brainstorming Interventions Case "Organization X" Examples of Diagnostic Models The Eisenhower Principle, Curriculum Vitae, Time Sheets Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme Balanced Scorecard, Portfolio Analysis, Activity-Based Costing Competition Structure, Environment Analysis, Experience Curves Core Qualities, I/R Professionals, Competencies Team Roles, Conditions for Team Success, Roles of the Staff Units Culture Types, Organization Configurations, The Organizational Iceberg Network Organization, Public Private Cooperation, Industrial Ecology Biographical Fit, Power Sources, Levels of Learning Optimal Conflict Level, Learning Curve, Process/Result Orientation The Clock, the Passage of Resistance, Two Change Forces Force-field Analysis, Mega-trends, National Cultures In Conclusion to This Chapter Examples of Intervention