Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change

by Esther Cameron, Mike Green

How can organizations effectively navigate times of change? This book provides comprehensive guidance on adapting mindsets, structures and strategies to achieve success.

Without relying on assumed knowledge, Making Sense of Change Management covers the theories and models of change management and connects them to workable techniques that organizations of all types and sizes can use to adapt to tough market conditions. The updated sixth edition includes an introduction to emerging regenerative mindsets around change that will help meet the urgency of change during crises. There is coverage of how COVID-19, remote work and the focus on compassionate leadership has affected the way change is managed in organizations.

This definitive, bestselling text in the field shows how to succeed by changing strategies, structures, mindsets, behaviours and expectations of staff and managers. Supported by thoughtful and provocative questions at the end of each chapter, as well as checklists, tips and summaries to apply knowledge in practice, Making Sense of Change Management remains essential reading for both students and practitioners who are currently part of, or leading, a change initiative. Online resources include international case study question packs and lecture slides with further reflective questions.

Genres: Business, Nonfiction, Leadership, Management, Professional Development, Reference

568 pages, Paperback

First published January 29, 2004

Reviews

[Zaher Alhaj · Rating 4 out of 5]

Undoubtedly, Mike and Esther made great efforts to consolidate and refine many change management schools of thought and practices in one classic text, in an amazingly comprehensive and structured way. I do highly recommend this reference to anybody (novice or expert) who wants to know more or work professionally in this highly complicated and convoluted area: Organizational Change Management. The appeal of this book lies in its comprehensiveness, as it provides the full landscape of change management, instead of advocating or supporting one school without regards for others. The theoretical part of the book is highly refined and illuminating. The practical part is illustrating, although it was a bit rambling for me. Things I would like the book to contain in future editions are:
- The role of mindfulness programs in improving the individual change.
- the Spiral Dynamics model of change (Don Beck and Chris Cowan).
- Prosci change management methodologies (e.g. Prosci 3-steps change management process, ADKAR Model, etc.).

All in all, it is one of the most insightful books that I have ever read.

[Richard Newton · Rating 4 out of 5]

It took me a while to realise how good this book is. I have had versions of it for some years and dipped into it on and off, but eventually I read it end-to-end (which the authors discourage), and really liked what I read. The authors have a great balance of theory and practical knowledge.

I like the first part of the book and the differentiation between individual, team and organisational change which is essential for the change practitioner to understand. Yet few writers really get to grips with this. I also like the way that they present theory and then give their views on it. However, I found the second half of the book on practical applications less convincing and at times somewhat rambling. There is good advice there, but there is also a certain amount of waffle.

[Michael Brady · Rating 4 out of 5]

Making Sense of Leadership: Exploring the Five Key Roles Used by Effective Leaders, by Esther Cameron and Mike Green is another fine example of leadership research effectively and concisely repackaged for appreciation and application by a popular audience. Well worth a look if understanding leadership is your thing.

[Darren · Rating 4 out of 5]

Billed as a complete guide to the models, tools and techniques of organizational change, this book has been revised and refreshed to provide a deep look at the theory and practice of change management.

This is far from a dry, out-of-touch academic textbook on the subject, even though the topic can be fairly heavy-going by nature, and the author utilises many case studies to hopefully bring the subject to life for the reader by practical examples. Of course, latest research and the current best practice thinking has been incorporated into the book, making it a worthy upgrade if you have an earlier edition and an attractive, compelling buy if you don’t.

Can there be too much information fighting to get out? At times it feels as if one has to read the text several times to get the most out of it, even though the book does not feel as it is lacking and certainly it is not a bad book. It might just benefit from a little more structure, a little more accessibility and a little bit of workflow management – whilst absolutely not dumbing it down. It is just so deep, at times veering towards the overly academic and specialist. Certainly this reviewer found a lot of thought-provoking material, even from the most unexpected quarter.

The book is rounded off by a detailed series of references to permit additional deeper reading and research as required and a customary high-quality, extensive Kogan Page index!

Make no mistake. When you find a great, useful book it can appear perverse yet you are even more demanding and less forgiving of any little foibles that may exist. This is one such book.

[Vince Lammas · Rating 4 out of 5]

As a person who is pretty widely read in this area, I wasn't surprised to find many of the models referred to in this book were very familiar. If someone is looking for a useful starting point to consider approaches to change, this book would be an excellent choice.

I especially liked the way the authors compared and contrasted different approaches ... some really interesting thoughts here. I was also pleased to find some models and ideas that were new to me.

As I think about addressing future change projects, I will certainly come back to this work to consider how to approach matters with clients.

[Christine · Rating 3 out of 5]

A great overview of change management for those wanting to know more. Provides excellent explanations of theories and practical examples of their application in "real" terms. A great addition to the bookshelf for anyone involved in implementing changes in the workplace.

[Andrew Stannard · Rating 4 out of 5]

There's a lot to like in this book if you need some models and what to relate lots of academic work into your understanding. Great to dip in and out of and the style is very accessible in my view.

There is quite a bit tied into Myers-Briggs Type Indicator (MBTI) so depending on your views on MBTI that might make a difference. The chapter on culture and change was the most useful for my reading.

[Mark Rugless]

Very good outline of the many and varied ways that Change Management can be addressed and the challenges faced. I believe it is worth reviewing all the examples as there are surprising overlaps. I thought lessons from mergers and acquisitions applied more to public sector than I would have expected.

[Yannis · Rating 4 out of 5]

This book really lays out well things leaders need to cater for when working with individuals, teams and org culture with psychology in mind.

Thinking about feelings and emotions of individuals and teams which impacts the change and the culture and how you might develop this.

[Dorotea · Rating 4 out of 5]

Comprehensive cluster of all the literature on change management

[Daniel Lambauer · Rating 3 out of 5]

I have stopped reading this book half way through. It is thoughtprovoking, but I dont know if change management can be easily taught in a text book style. may pick it up again in future.

[Robert · Rating 5 out of 5]

Cameron and Green's objective is to help their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept" by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. Their purpose is not to explain how to plan and then implement a change initiative program. Those in need of guidance to do that should seek it elsewhere. The material in this volume is carefully organized within two Parts:

The Underpinning Theory (Chapters 1-4): "Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change...[Individuals] are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of groups of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams, and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen."

The Applications (Chapters 5-8): In this Part, having looked at change and change management from three different perspectives (i.e. individual, team, and organization) and the roles, styles, and skills needed to become a successful leader of change, Cameron and Green apply this learning to specific types of change. "We have identified four generic change scenarios, and we look at the particular management challenges involved in initiating and implementing each type of change." These change scenarios are structural, mergers and acquisitions, cultural, and IT-based process.

They achieve their stated objective of helping their reader understand "why change happens, how change happens, and what needs to be done to make change a more welcoming concept." They do so by carefully reviewing a wealth of resources that provide models, tools, and techniques of organizational change. That is, theirs is a "what to think about" book, not a "how to do it" book. They focus their reader's attention on a wealth of options (e.g. theories and models), resources (e.g. Myers- Briggs Type Indicator or MBTI), focal points (i.e. individual change, team change, organizational change or a combination thereof), and references (Pages 270-275) to consider. Those who absorb and digest the material with appropriate care will also receive at least some assistance from Cameron and Green when designing and then launching change initiatives that are most appropriate to the needs, interest, resources, and objectives of their own organization.

[AnnieM · Rating 5 out of 5]

This is an updated version of a previously published book to include current/macro trends in the world to help with the context of change. I am embarrassed to say that somehow I missed this book when it was first published and I wish I had known about it! I am glad I have this comprehensive book on my shelf now. This book is for leaders, managers, HR professionals. It is structured to view change from an individual, team and organizational perspective. The first part lays out very inclusively, all the models and frameworks about change. It was great to see these in one book. The second part covers more practical application of these models and frameworks. There are sections on restructuring, mergers and acquisitions, culture and change, etc. The book is not meant to be read cover-to-cover and the authors encourage us to dive in where we need. I also like that they include a table comparing each model of change and their conclusions on the strengths and limitations of each model.
This is the most comprehensive guide I have seen about Managing Change and I highly recommend it.

Thank you to Netgalley and Kogan Page Ltd, for an ARC and I left this review voluntarily.

[Elizabeth Harrin · Rating 4 out of 5]

This is a comprehensive book on change management that includes a lot on organisational models. It will help you understand how organisations work (or could work) to ensure the context for change is understood. There are useful case studies, examples and reflection questions as well as signposts to other resources. There is significant coverage of sustainability-related change and the rationale for organisations to change which I felt did not fit so well with the rest of the book.
I'd say this book is aimed at organisational leaders and those involved in transformative change.

[Claire Binkley · Rating 3 out of 5]

To be a leader, I read a little bit of this book, then decided I didn't need any more, since I know what kind of leader I am already, having gone through so many leadership conferences.
Shoving myself into one of those little boxes is puerile.

I liked the attempt to classify the possibilities, though, and the historical notes of "Hey, Winston Churchill's like this one, Vladimir Putin's like this one..." et cetera, but my patience ran low.

[Beverley · Rating 4 out of 5]

A very good book that provides an excellent grounding in understanding the change process and how it effects individuals, teams and the organisation as a whole. There are many models and tools talked about with simplified understanding, along with objective and subjective comments. A must for any manager/leader going through change within their organisation. There is now a 2nd edition out.

[Laura Duffy · Rating 5 out of 5]

This is a really valuable resource for those studying or taking part in change management. This book really gives all the basics and doesn't expect any previous knowledge. It is also really good at marrying all the various theories of change management with real life and grounded examples. Perfect resource.

[Mike · Rating 5 out of 5]

Nice to see the research supports my approach to learning and teaching about leading and managing change! Puts theory into practice!! YES!!!! Finally, several very practical and researched approaches in addition to KOTTER!

[Gerard Chiva · Rating 5 out of 5]

Great overview of the organizational change ecosystem. Must read for change agents, coaches and anyone involved in organizational change.

[Jough · Rating 4 out of 5]

Lots of management theory, leaves the decision of which options to use up to the reader. In all a good text.