Organizational Change
An Action-Oriented Toolkit

Fifth Edition

Gene Deszca - Wilfrid Laurier University, Canada
Cynthia Ingols - Simmons College, USA
Evelina Atanassova - University of Massachusetts Global
Tupper F. Cawsey - Wilfrid Laurier University, Canada

Other Titles in:
Business & Management | Change Management | Organization Design & Development

February 2024 | 568 pages | SAGE Publications, Inc

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

Supplements

Instructor Resource Site

"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

Preview this book

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Sample Materials & Chapters

Chapter 1 Changing Organizations in Our Complex World

Chapter 2 How to Lead Organizational Change: Frameworks

Gene Deszca

Gene Deszca is professor emeritus of business administration and a former MBA directorand associate director in the Lazaridis School of Business and Economics at WilfridLaurier University. He played a variety of leadership roles at Laurier, including the developmentand launch of the full-time, one-year MBA program, the executive MBA program,and the undergraduate international business concentration. He was instrumentalin the development of the post-university professional accreditation programs for one ofCanada’s major accounting bodies and was a member of its national board of directors forseveral years.Gene loves working with students... More About Author

Cynthia A. Ingols

Cynthia Ingols is a Fellow, Simmons University Institute for Inclusive Leadership,Boston, Massachusetts. In this role, Cynthia coaches executive women on their leadershipskills, the change roles which they take up in their organizations, and the ever-presentquestion of how they care for themselves amidst the swirl of the external environment.Cynthia continues to research topics of interest to women leaders: how they give andreceive useful feedback; what’s the place of mentoring and being mentored as leaders; andhow women leaders gain and/or serve as corporate sponsors of other women.Cynthia received her doctorate from the Harvard Graduate... More About Author

Evelina Atanassova

Evelina Atanassova is an associate professor of human resources and business administration at University of Massachusetts Global. In this role, she takes different leadership assignments, including the curriculum development of the School of Business and Professional Studies, program reviews, and development of instructional media and instruments. Evelina specializes in teaching business administration, human resources, management, and data analysis. Her research interests include organization management and organization behavior theories; she is currently investigating social networking strategies as a response to professional demands... More About Author

Thomas F. Cawsey

Tupper F. Cawsey is professor emeritus of Business, Wilfrid Laurier University. He served as editor, Case Research Journal, for the North American Case Research Association. He has served on several boards of directors and was chair, Lutherwood Board from 2003–2008. Tupper was recognized nationally in 2001 as one of Canada’s top five business professors by receiving the Leaders in Management Education award, sponsored by PricewaterhouseCoopers and the National Post. He is also the 1994 recipient of the David Bradford Educator Award, presented by the Organizational Behavior Teaching Society, and the 1990 Wilfrid Laurier University ... More About Author

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