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Palgrave Macmillan

Strategic Organizational Change

  • Book
  • © 2005

Overview

Authors:
  1. Ellen R. Auster
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  2. Krista K. Wylie
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  3. Michael S. Valente
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Table of contents (12 chapters)

  1. Front Matter

    Pages i-xvi
    Download chapter PDF

  2. Introduction

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 1-3

  3. Becoming a change-capable Organization

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 5-15

  4. Assessing the external context

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 17-39

  5. Understanding the current state of our organization

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 41-63

  6. Building the future of our organization

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 65-82

  7. Getting ready for change

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 83-95

  8. Working with the politics of change

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 97-114

  9. Supporting emotional transitioning

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 115-129

  10. Planning the implementation details

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 131-147

  11. Fostering creativity and spontaneity

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 149-159

  12. Inspiring continuous learning and evolution

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 161-174

  13. Taking action

    • Ellen R. Auster, Krista K. Wylie, Michael S. Valente
    Pages 175-183

  14. Back Matter

    Pages 185-192
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Keywords

About this book

This book provides a practical, action-orientated, comprehensive approach which enables change leaders to successfully navigate current change challenges while building long-run change capabilities. It covers strategic drivers, building commitment, leveraging existing assets, navigating the politics and emotions of change, implementation and creating ongoing learning, and offers a unique value proposition that integrates and extends leading edge thinking.

Reviews

'The authors of Strategic Organizational Change ...bring together the emotional and practical elements of a strategic change program - often authors only concentrate on one or the other - and add an important focus on flexibility, creativity and spontaneity that's often missing. This thoughtful book might help you to improve your own strategic change process.' - Harvey Schachter, Globe and Mail , Canada

About the authors

ELLEN AUSTER is Professor of Strategic Management and the Founding Director of the Schulich Centre for Teaching Excellence at the Schulich School of Business, York University, Toronto, Canada. Prior to this, she was on the faculty at the Graduate School of Business at Columbia University, and visiting faculty at the Amos Tuck School of Business, Dartmouth College, USA. She has more than twenty years experience as an academic and consultant in the field of strategic organizational change working with executives, managers and students and has published widely for professional and academic audiences.

KRISTA WYLIE is a practitioner and consultant in organizational change and team dynamics and has worked with companies such as SBC, Micron PC, Bell Sympatico, Amdocs and Procter & Gamble. She has also taught at the Ivey School of Business.

MICHAEL VALENTE has consulted in the area of organizational change in North America and Europe with companies including Cadbury Trebor Allan, Adams Inc., Sobey's of Canada and Novartis. He teaches at the Schulich School of Business and has also worked for the Sydney Organizing Committee for the Olympic Games in Sydney, Australia.

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