TABLE OF CONTENTS

Preface
1 Rethinking Organization Change
The Paradox of Planned Organization Change
Making the Case for Organization Change
Personal Declarations and Points of View

2 A Brief History of Organization Change
Scientific Management
The Hawthorne Studies
Industrial Psychology
Survey Feedback
Sensitivity Training
Sociotechnical Systems
Organization Development
The Managerial Grid and OD
Coercion and Confrontation
Management Consulting

3 Theoretical Foundations of Organizations and Organization
Change
Open Systems Theory
Characteristics of Open Systems
Organization Change Is Systemic
Toward a Deeper Understanding of Organization Change
Capra’s Three Criteria for Understanding Life
Implications for Organizations and Organization Change

4 The Nature of Organization Change
Revolutionary Change
Evolutionary Change
Revolutionary Change-Case Example
Evolutionary Change-Case Example
The Tools for Assessment and Ratings
Data Summary of the Firm’s Partners

5 Levels of Organization Change: Individual, Group, and Larger System
Change in Organizations at the Individual Level
Individual Responses to Organization Change
Change in Organizations at the Group Level
Group Responses to Organization Change
Change in Organizations at the Larger-System Level

6 Organization Change: Research and Theory
Reviews of Organization Change Research
More Recent Approaches to Research and Theory
Organization Models
Organization Change Theory
Current Thinking Regarding Organization Change and Theory
System Responses to Organization Change

7 Conceptual Models for Understanding Organization Change
Content: What to Change
Process: How to Change -- A Theoretical Framework
Process: How to Change -- Practice Frameworks
Mini-theories Related to Organization Change
The Content and Process of Strategic Change in Organizations
Strategies for Effecting Change in Human Systems

8 Integrated Models for Understanding Organizations and for Leading and Managing Change
What Is an Organizational Model?
Why Use an Organization Model?
Organization Models and Organization Change
Weisbord’s Six-Box Model
The Nadler-Tushman Congruence Model
Tichy’s TPC Framework
A Comparison of the Three Models

9 The Burke-Litwin Causal Model of Performance and Change
Background
The Model
Transformational and Transactional Dimensions
Support for the Model’s Validity
Influence of the External Environment
The Transformational Factors
The Transactional Factors

10 Application of the Burke-Litwin Model
Case 1: Dime Bancorp, Inc.
Case 2: British Broadcasting Corporation (BBC)

11 Leading Organization Change
Does Leadership Matter?
On Defining Leadership
Toward Further Definition
Phases of Organization Change and the Leader’s Role
The Pre-launch Phase
The Launch Phase
Post-launch-Further Implementation
Sustaining the Change

12 Organization Change: Epidemics, Integration and Future Needs
The Tipping Point
Applying the "Tipping Point" Principles to Planned Organization Change
Changing the Organization
Organization Change: What We Need to Know
Priorities

Conclusion
References
Appendix: Annotated Bibliography
Index
About the Author