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Learning to Change

Learning to Change
A Guide for Organization Change Agents

October 2002 | 344 pages | SAGE Publications, Inc
Learning to Change provides a comprehensive overview of organizational change theories and practices developed by both European and North American change theorists. The authors compare and contrast different theories or approaches to planned change and discuss in detail the activities or steps change agents take - diagnosis, change strategy, the intervention plan, and interventions. In addition, the authors explore what makes someone a successful change agent and provide advice for career and professional development.
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


The Change Phases

Communication and Sense Making


Playing With the Elements: A Case Illustration

From Idea to Outcomes

Change Strategy

Intervention Plan



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

"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.

Leon de Caluwe

 Léon de Caluwé is senior partner with the Twynstra Group, management consultants and part time professor at the Free University in Amsterdam.... More About Author

Hans Vermaak

Hans Vermaak (1961) is a partner with the Twynstra Group. Hans Vermaak studied environmental sciences and organisational psychology in Utrecht and Florida. He received his science degree from the University of Utrecht in 1985. He worked as a faculty member at both the science and psychology departments of the University of Utrecht between 1982 and 1987. He was a social activist for many years and worked between 1987 and 1992 with the Institute of Environmental and Systems Analysis where he mediated conflicts between industry, government and the environmental movement and helped industries to create strategic environmental management.... More About Author

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ISBN: 9780761927020

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