Cawsey, T: Organizational Change

Chapter 1: Changing Organizations in Our Complex World Defining Organizational Change The Orientation of This Book Environmental Forces Driving Change Today The Implications of Worldwide Trends for Change Management Organization Change Roles The Requirements for Becoming a Successful Change Leader SummaryChapter 2: Frameworks for Leading the Process of Organizational Change Differentiating How to Change From What to Change The Processes of Organizational Change Application of the Change Path Model SummaryChapter 3: Frameworks for Diagnosing Organizations Open Systems Approach to Organizational Analysis The Nadler and Tushman Congruence Model Sterman's Systems Dynamics Model Quinn's Competing Values Model Greiner's Model of Organizational Growth Stacey's Complexity Theory SummaryChapter 4: 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 SummaryChapter 5: Navigating Change Through Formal Structures and Systems Making Sense of Formal Structures and Systems Impact of Uncertainty and Complexity on Formal Structures and Systems Using Structures and Systems to Influence the Approval and Implementation of Change Developing Adaptive Systems and Structures SummaryChapter 6: Navigating Organizational Politics & Culture Power Dynamics in Organizations Organization Culture & Change Understanding the Perceptions of Change SummaryChapter 7: Managing Recipients of Change and Influencing Internal Stakeholders Stakeholders Respond Variably to Change Initiatives Responding to Various Feelings in Stakeholders Make the Change of the Psychological Contract Explicit and Transparent Integrity is One Antidote to Skepticism and Cynicism Avoiding Coercion but Pushing Hard: The Sweet Spot? Creating Consistent Signals From Systems and Processes Steps to Minimize the Negative

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 "Outstanding Teacher Award."Tupper created the Case Track for the Administrative Sciences Association of Canada, a peer review process for cases. He is author or coauthor of over six books and monographs including, Toolkit for Organizational Change-1st Edition, Canadian Cases in Human Resource Management, Cases in Organizational Behaviour, and several monographs including Control Systems in Excellent Canadian Companies and the Career Management Guide. Tupper has over 50 refereed journal and conference publications. In 2005, he received the Christiansen Award from the Kaufman Foundation and the North American Case Research Association (NACRA), and in 2007 his case, "Board Games at Lutherwood," won the Directors College Corporate Governance Award and the Bronze Case Award at the NACRA Conference. In 2009, his case, "NuComm International," won the Gold Case Award at the NACRA Conference.