Organization Change

The Editors W. Warner Burke is Edward Lee Thorndike Professor of Psychology and Education at Teachers College, Columbia University. Dale G. Lake has worked as a consultant to more than fifty organizations including General Electric, Acco, AMOCO , HUD, Master Card International, Citicorp, and Conagra. Jill Waymire Paine teaches organizational psychology at Teachers College, Columbia University, and has worked as an organizational development consultant in a variety of for-profit and not-for-profit organizations.

• Foreword xiiiPreface xvPART ONE ENVIRONMENT AS STIMULUS FOR CHANGE 1Editors’ Interlude1 The Causal Texture of Organizational Environments 7F. E. Emery • E. L. Trist (1965)2 Changing Organizations 21W. G. Bennis (1966)3 Survival and Performance in the Era of Discontinuity 35R. N. Foster • S. Kaplan (2001)4 Management and the Scientific Renaissance 51R. Pascale • M. Millemann • L. Gioja (2000)PART TWO THEORIES AND MODELS OF PLANNED ORGANIZATION CHANGE 65Editors’ Interlude5 Quasi-Stationary Social Equilibria and the Problem of Permanent Change 73K. Lewin (1947)6 The Mechanisms of Change 78E. H. Schein (1964)7 General Strategies for Effecting Changes in Human Systems 89R. Chin • K. D. Benne (1967)8 Toward a Theory of Motive Acquisition website (see p. xii)D. C. McClelland (1965)9 Nature Intervenes: Organizations as Organisms website (see p. xii)G. Morgan (1997)10 Sociotechnical Systems: Origin of the Concept 118E. Trist (1981)11 Evolution and Revolution as Organizations Grow website (see p. xii)L. E. Greiner (1998)12 Revolutionary Change Theories: A Multilevel Exploration of the Punctuated Equilibrium Paradigm 144C.J.G. Gersick (1991)13 Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation 174M. L. Tushman • E. Romanelli (1985)14 Organizational Change and Development website (see p. xii)K. E. Weick • R. E. Quinn (1999)15 Kurt Lewin and the Planned Approach to Change: A Reappraisal 226B. Burnes (2004)PART THREE DIAGNOSING THE CURRENT STATE 255Editors’ Interlude16 Understanding Organizations: The Process of Diagnosis 259W. W. Burke (1992)17 A Causal Model of Organizational Performance and Change 273W. W. Burke • G. H. Litwin (1992)18 An Overview of Organizational Surveys 300A. I. Kraut (1996)19 Toward Integrated Organizational Diagnosis 312A. Howard • Associates (1994)PART FOUR UNDERSTANDING RESISTANCE 331Editors’ InterludeThe Nature of Resistance20 Overcoming Resistance to Change 341L. Coch • J.R.P. French, Jr. (1965)21 Resistance to Change 364G. Watson (1967)22 A Theory of Psychological Reactance 377J. W. Brehm (1966)23 Change Resisted: Thirty-Three Hypotheses Why website (see p. xii)J. O’Toole (1995)Individual Response to Change24 Managing Organizational Transitions 393W. Bridges (1986)25 The Recipients of Change 404T. D. Jick (1990)26 Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes Toward an Organizational Change 418S. K. Piderit (2000)Group Response to Change27 A Theory of Group Development 441W. G. Bennis • H. A. Shepard (1956)28 The Work of Wilfred Bion on Groups 466M. J. Rioch (1970)Organization Response to Change29 Organizational Identity and Learning: A Psychodynamic Perspective 481A. D. Brown • K. Starkey (2000)30 The Quest for Resilience 512G. Hamel • L. Vailikangas (2003)PART FIVE ORGANIZATION CHANGE INTERVENTIONS 533Editors’ Interlude31 Strategies of Consultation 539R. R. Blake • J. S. Mouton (1972)Individual-Level Change Interventions32 Creating Readiness for Organizational Change 569A. A. Armenakis, S. G. Harris • K. W. Mossholder (1993)33 Selecting Personnel for a System 4 Organization website (see p. xii)D. King (1972)34 Training and Development 590W. W. Burke (1982)35 Coaching Leaders in Transition: Lessons from the Field 599R. Witherspoon • M. D. Cannon (2004)Group-Level Change Interventions36 Team Building 629W. W. Burke (1982)37 What Is Process Consultation? 642E. Schein (1999)38 Dilemmas of Managing Participation website (see p. xii)R. M. Kanter (1983)39 Understanding and Using Large System Interventions 667B. B. Bunker • B. T. Alban (2002)Organization-Level Interventions40 The Change Process: Why Change? 687R. Beckhard • R. T. Harris (1987)41 Creating a Climate and Culture for Sustainable Organizational Change website (see p. xii)B. Schneider, A. P. Brief • R. A. Guzzo (1996)42 Interorganizational Relations 699W. W. Burke • N. W. Biggart (1997)PART SIX KEY ROLES IN PLANNED ORGANIZATION CHANGE 733Editors’ Interlude43 ‘‘All We Like Sheep—’’ (Isaiah 53:6): Followers and Leaders website (see p. xii)M. J. Rioch (1971)44 Leading Organization Change 737W. W. Burke (2008)45 The Psychology of Self-Management in Organizations 762J. R. Hackman (1986)46 The Discipline of Teams website (see p. xii)J. R. Katzenbach • D. K. Smith (1993)PART SEVEN BUILDING KNOWLEDGE OF CHANGE THROUGH ASSESSMENT 809Editors’ Interlude47 Short- and Long-Range Effects of a Team DevelopmentR. Beckhard • D. G. Lake (1971) Effort 81348 Measuring Change and Persistence in Human Affairs: Types of Change Generated by OD Designs 834R. T. Golembiewski. • K. Billingsley • S. Yeager (1976)49 Explaining Development and Change in Organizations 859A. H. Van de Ven • M. S. Poole (1995)50 Organization Change and Development 893M. Beer • A. E. Walton (1987)51 A Complex-Systems Approach to Organizations 924D. J. Svyantek • L. L. Brown (2000)52 The Evolving Field of Organizational Learning 935C. Argyris • D. A. Schӧn (1996)PART EIGHT SOME CONCLUSIONS AND FUTURE NEEDS 955Editors’ InterludeNames Index 959Subject Index 976Credits 991