Contents

Acknowledgments

Part I. Orientation

Chapter 1. The "Big Three" Model of Change

Roadblocks to Progress: The Change Problem What Is Change? The Importance of Motion: An Action View of Organizations The "Big Three" Model: Three Kinds of Motion, Three Forms of Change, Three Roles in the Change Process Looking Back or Looking Forward?: Multiple Possibilities and the Opportunities for Managers

Part II. Change When?

Chapter 2. Organizations and Environments in Motion: The Nature and Scope of Change Pressures

Environmental Forces: Adaptation and Choice Life Cycles, "Growth," and Organic Change Pressures Political Conflicts and Economic Interests: The Struggle for Control Integrating the Forces Mastering Emergent Change: Lessons for Leaders

Chapter 3. Fitting or Creating the Environment: "Macro-Evolutionary" Change

Introductory Notes "Rockport Shoe Company: The Evolution of the Katz Family Business," by James A. Phills, Jr. "Banc One Corporation: Anticipatory Evolution," by Paul S. Myers and Rosabeth Moss Kanter "The Sweater Trade, From Hong Kong to New York," by James Lardner "Keeping Up with the Information: On-line in the Philippines and London," by John Maxwell Hamilton

Chapter 4. Growing and Aging: "Micro-Evolutionary" Change

Introductory Notes "The Rise and Fall of an Entrepreneur," by Thomas R. Ittleson Hypergrowth and Transition at Apple Computer: "Diary of a Middle Manager," by Donna Dubinsky "Jobs Talks About His Rise and Fall," by Gerald C. Lubenow and Michael Rogers "John Sculley's Lessons from Inside Apple," by Steven Pearlstein and Lucien Rhodes "The Big Store: Sears in Maturity," by Donald R. Katz

Chapter 5. Power and Politics: "Revolutionary Change" Introductory Notes

"Power, Greed, and Glory on Wall Street," by Ken Auletta "Champagne Shoot-out in France," by Keith Wheatley War and Peace at the Bottom: "War and Peace: Labor Relations at Two Steelmakers," by Thomas F. O'Boyle and Terence Roth "Class Consciousness Raising," by Stanley W. Angrist "Weirton to Seek Cuts in Its Work Force," by Pamela Gaynor

Part lII. Change What?

Chapter 6. Change in Form, Forms of Change

Organizational Identity and Change at the Boundaries Size, Shape, and Habits: Changing Structure and Culture The Drama of Control Change: Ownership, Governance, and Stakeholder Voice A Note on Crisis Management Managerial Implications of Changes in Organizational Form

Chapter 7. Restructuring and Redefining Boundaries: Identity Change

Introductory Notes "Reinventing an Italian Chemical Company: Montedison 1986," by Joseph L. Bower, Neil Monnery, and William O. Ingle "The Human Side of Mergers: The Western-Delta Story," by Cynthia A. Ingols and Paul S. Myers "The Feudal World of Japanese Manufacturing," by Kuniyasu Sakai

Chapter 8. Shaping Up, Skinnying Down, and Revitalizing: Coordination and "Culture" Change

Introductory Notes Two CEOs on Change in Form: "The Logic of Global Business: An Interview with ABB's Percy Barnevik," by William Taylor "Championing Change: An Interview with Bell Atlantic's Raymond Smith," by Rosabeth Moss Kanter "Driving Quality at Ford," by Greg Easterbrook "The Case of the Downsizing Decision," by Barry A. Stein

Chapter 9. Makeover Through Takeover: Control Change

Introductory Notes "Lucky Stores: Restructuring to Survive the Takeover Threat," by Lisa Richardson and Alistair Williamson "Lessons from a Middle Market LBO: The Case of O. M. Scott," by George P. Baker and Karen H. Wruck

Part IV. Change How?

Chapter 10. The Challenges of Execution: Roles and Tasks in the Change Process

The Messy Terrain of Change The Changemakers: Strategists, Implementors, Recipients Ships Passing in the Day: How Views of Change Differ Ten Commandments for Executing Change Charting a Course for Change Responding to Situational Requirements

Chapter 11. Sensing the Environment, Creating Visions: Change Strategists

Introductory Notes "Northwest Airlines Confronts Change," by Susan Rosegrant and Todd Jick Behind the Steering Wheel at General Motors, 1985-90: "The Innovator," by Cary Reich "How I Would Turn Around GM," by Ross Perot "The Painful Reeducation of a Company Man: An Interview with Roger Smith," by Business Monthly "Advice for G.M.'s Bob Stempel," by Paul Judge "Bob Galvin and Motorola, Inc.," by Todd Jick and Mary Gentile

Chapter 12. Action Tools and Execution Dilemmas: Change Implementors

Introductory Notes "The Dilemmas of a Changemaker," by William Shea "Three in the Middle: The Experience of Making Change at Micro Switch," by Susan Rosegrant and Todd Jick "Toward a Boundary-less Firm at General Electric," by Mark Potts "British Air's Profitable Private Life," by Steve Lohr

Chapter 13. Angered or Energized?: Change Recipients

Introductory Notes "IBM's Blue Mood Employees," by Paul B. Carroll "Takeover: A Tale of Loss, Change, and Growth," by Dwight Harshbarger "GE Keeps Those Ideas Coming," by Thomas A. Stewart "Downsizing: One Manager's Personal Story," by Amy Levy

Part V. Action

Chapter 14. Where to Begin

Why Organizations Succeed: Assessing Change Strategy When Organizational Change Works: Building the Future Through Understanding the Past Making It Happen and Making It Stick Getting Started

Index