Title Making Sense of Change Management, 5/e
Subtitle A Complete Guide to the Models, Tools and Techniques of Organizational Change
Author Esther Cameron, Mike Green
ISBN 9780749496975
List price GBP 34.99
Price outside India Available on Request
Original price
Binding Paperback
No of pages 544
Book size 165 x 241 mm
Publishing year 2020
Original publisher Kogan Page Limited
Published in India by .
Exclusive distributors Viva Books Private Limited
Sales territory India, Sri Lanka, Bangladesh, Pakistan, Nepal, .
Status New Arrival
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The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough and accessible overview for students and practitioners alike. Without relying on assumed knowledge, it comprehensively covers the theories and models of change management and connects them to workable approaches and techniques that organizations of all types and sizes can use to adapt to tough market conditions and succeed by changing their strategies, structures, mindsets, leadership behaviours and expectations of staff and managers.

This completely revised and updated fifth edition contains new chapters on digital transformation and becoming a sustainable business, new material on resilience, well-being and effective leadership, and new examples from organizations including Google, Burberry and Volvo. Supported by “food for thought” and “stop and think” features to aid critical thinking and understanding, as well as checklists, tips and helpful summaries, Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. New and updated accompanying online resources include international case study question packs for lecturers and lecture slides with reflective questions.


Key Features:

  • Provides a comprehensive overview of the theories, frameworks and techniques of change management to enable organizations to successfully navigate through periods of change
  • Supports learning and understanding with features including checklists, tips, insights from industry expert contributors and ‘food for thought’, ‘stop and think’ and summary boxes
  • Contains examples from organizations including Google, Burberry and Volvo
  • New to this edition: chapters on digital transformation and becoming a sustainable business, material on resilience, wellbeing and effective leadership and updated wider content with the latest thinking and theories




Introduction • Who this book is aimed at • The basic content of the book • Why explore different approaches to change? • Overview of structure • Message to readers

Part One. The underpinning theory

Chapter 1. Individual change • Introduction • Learning and the process of change • New perspectives on learning • The behavioural approach to change • The cognitive approach to change • The psychodynamic approach to change • The humanistic psychology approach to change • Personality and change • Managing change and resistance to change in self and others • Summary and conclusions

Chapter 2. Team change • Introduction • What is a group and when is it a team? • Why we need teams • The types of organizational teams • How to improve team effectiveness • What team change looks like • The leadership issues in team change • Team dysfunctions • How individuals affect team dynamics • How well teams initiate and adapt to organizational change and build resilience • Team resilience • Summary and conclusions

Chapter 3. Organizational change • How organizations really work • Frameworks for organizational change • Summary and conclusions

Chapter 4. Leading change • Introduction • Dimensions of leadership • Leadership qualities and skills • Leading change processes: stages, phases and flow • Sustaining yourself as a leader through change • Summary and conclusions

Chapter 5. The change agent • Introduction • Models of change agency • The consulting process • Change agent tools and frameworks • Competencies of the change agent • Deeper aspects of being a change agent • Summary and conclusions

Part Two. The applications

Chapter 6. Restructuring • Reasons for restructuring • The restructuring process • Restructuring from an individual change perspective: the special case of redundancy • Enabling teams to address organizational change • Conclusion

Chapter 7. Mergers and acquisitions • The purpose of merger and acquisition activity • Lessons from research into successful and unsuccessful mergers and acquisitions • Applying the change theory: guidelines for leaders • Summary

Chapter 8. Culture and change • Introduction • Perspectives on culture • How do we get a specific culture in the first place? • Values – the key to understanding culture • Facilitating culture change • Shifting sands of culture • Summary of key principles of cultural change

Chapter 9. Digital transformation • The digital challenge • Importance of digital transformation strategy • Framing the digital journey • Transitioning the IT department • Governance issues • Establishing the right culture and change leadership approach • Bigger questions: ethics and society • Conclusions

Chapter 10. Becoming a sustainable business • Introduction • Climate breakdown – the need for increased sustainable development and corporate social responsibility • Developing a sustainable strategy • Frameworks to enable shifts in thinking about sustainability • Becoming a sustainable organization • Leadership for sustainability • Sustainability and the change agent • Summary

Part Three. Emerging inquiries

Chapter 11. Complex change • Introduction • When is change complex? • Understanding how complexity science applies to organizational change • Tools that support complex change • The role of leaders in complex change • Summary and conclusions

Chapter 12. Leading change in uncertain times • Introduction • The impact of uncertainty on our working lives • Decision making in an uncertain world • Skills and tools to support leading change through uncertainty • Summary and conclusions

Chapter 13. Project- and programme-led change • Introduction • Understanding projects and programmes • Project success rates • Shortcomings of project management approaches • Balancing flexibility with control • Improving the governance and organizational leadership of projects • Conclusion




References and further reading


About the Authors:

Esther Cameron is a freelance change adviser and coach who supports senior leaders and their teams and organizations through change. Her recent clients include Shell, Tata Steel, Canaccord Genuity and several British government departments.

Mike Green is the Managing Director of Transitional Space, a consultancy firm that specializes in change management, leadership development and individual and team coaching. He is a Visiting Executive Fellow at Henley Business School and also delivers accredited programmes in change management to senior managers and change agents in the UK, Africa and the Middle East.

Target Audience:

Useful for students, lecturers and practitioners of change management, as well organizations of all types and sizes.


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