Change Management & Leadership Book
summary
Making Sense of Change Management: A complete guide to the models, tools and
techniques of organizational change by Cameron and Green, 5th Edition
,Index
- Chapter 1 – Individual change
- Chapter 2 – Team change
- Chapter 4 – Leading change
- Chapter 3 – Organizational change
,CHAPTER 1 – INDIVIDUAL CHANGE
Key point for managers: Understand the distinction between the changes being managed in
the external world and the concurrent psychological transitions that are experienced internally
by people
Approaches to change
1. Behavioral approach
2. Cognitive approach
3. Psychodynamic approach
4. Humanistic psychological approach
Learning = the process of acquiring knowledge through experience which leads to a lasting
change in behavior
Learning dip = a reduction in your efficiency and effectiveness for a period of time
Gestalt perspective = suggestion that people have a worldview that entails some things being in
the foreground and others being in the background of their consciousness
Unconscious competence
Kolb’s learning cycle
1. Activists
2. Reflector
3. Theorist
4. Pragmatist
Activists = concrete experience
Reflector = reflective observation
Theorist = theoretical concepts
Pragmatist = practical experimentation
, Behavioral approach = how one individual can change another individual’s behavior using
reward and punishment, to achieve intended results
Rewards and punishments
1. Addition
a. Positive reinforcement
b. Negative addition
2. Subtraction
a. Positive subtraction
b. Negative subtraction
Positive reinforcement = desired behavior is deliberately associated with a reward, so that the
behavior is displayed more frequently
Negative addition = a punishment is deliberately associated with undesired behavior, reducing
the frequency with which the behavior is displayed
Positive subtraction = an unpleasant stimulus previously associated with the desired behavior is
removed, increasing the frequency with which that desired behaviors is displayed
Negative subtraction = a pleasant stimulus previously associated with undesired behavior is
removed, which decreases the frequency of such behavior
Steps planned behavior change
1. Identification
2. Measurement
3. Functional analysis
4. Strategy of intervention
5. Evaluation
Reinforcement strategies
1. Financial reinforcement
2. Non-financial reinforcement
Effective financial reinforcement characteristics
1. Clearly, closely, and visibly linked to the behaviors and performances
Non-financial reinforcement
1. Feedback
2. Social reinforcement
Theory X = assumption that workers are not inherently motivated to work, seeing it as a
necessary evil and therefore needing close supervision
Theory Y = human beings generally have a need and a desire to work and, given the right
environment, are more than willing to contribute to the organization’s success
summary
Making Sense of Change Management: A complete guide to the models, tools and
techniques of organizational change by Cameron and Green, 5th Edition
,Index
- Chapter 1 – Individual change
- Chapter 2 – Team change
- Chapter 4 – Leading change
- Chapter 3 – Organizational change
,CHAPTER 1 – INDIVIDUAL CHANGE
Key point for managers: Understand the distinction between the changes being managed in
the external world and the concurrent psychological transitions that are experienced internally
by people
Approaches to change
1. Behavioral approach
2. Cognitive approach
3. Psychodynamic approach
4. Humanistic psychological approach
Learning = the process of acquiring knowledge through experience which leads to a lasting
change in behavior
Learning dip = a reduction in your efficiency and effectiveness for a period of time
Gestalt perspective = suggestion that people have a worldview that entails some things being in
the foreground and others being in the background of their consciousness
Unconscious competence
Kolb’s learning cycle
1. Activists
2. Reflector
3. Theorist
4. Pragmatist
Activists = concrete experience
Reflector = reflective observation
Theorist = theoretical concepts
Pragmatist = practical experimentation
, Behavioral approach = how one individual can change another individual’s behavior using
reward and punishment, to achieve intended results
Rewards and punishments
1. Addition
a. Positive reinforcement
b. Negative addition
2. Subtraction
a. Positive subtraction
b. Negative subtraction
Positive reinforcement = desired behavior is deliberately associated with a reward, so that the
behavior is displayed more frequently
Negative addition = a punishment is deliberately associated with undesired behavior, reducing
the frequency with which the behavior is displayed
Positive subtraction = an unpleasant stimulus previously associated with the desired behavior is
removed, increasing the frequency with which that desired behaviors is displayed
Negative subtraction = a pleasant stimulus previously associated with undesired behavior is
removed, which decreases the frequency of such behavior
Steps planned behavior change
1. Identification
2. Measurement
3. Functional analysis
4. Strategy of intervention
5. Evaluation
Reinforcement strategies
1. Financial reinforcement
2. Non-financial reinforcement
Effective financial reinforcement characteristics
1. Clearly, closely, and visibly linked to the behaviors and performances
Non-financial reinforcement
1. Feedback
2. Social reinforcement
Theory X = assumption that workers are not inherently motivated to work, seeing it as a
necessary evil and therefore needing close supervision
Theory Y = human beings generally have a need and a desire to work and, given the right
environment, are more than willing to contribute to the organization’s success
