The first two thirds of this classic book provide a rich foundation of organization change. The reader is provided with a review of history, theory, research, and models that are critical to understanding organizational change. The remaining one-third of the book focuses on application with a new chapter on managing change, organizational history, and leaders' impact on change. Burke shares his significant experience with organization change as he walks the reader through various applications using his integrated model of change. In this book, he also distinguishes between two types of organization change – transformational and transactional/evolutionary. The case is made that transformational change requires different tools and techniques than those required for evolutionary change. Individuals who find theory and research to be an important foundation for effective practice will find this book of interest.

This is an excellent resource for seasoned HR practitioners who are responsible for leading change efforts. Due to the depth of this book it would not be a quick read for managers but could be applicable for a manager looking for a thorough foundation on organizational change. However, the chapter on Leading Organization change would be a valuable reference for any leader.

Beginning with a bonus article written by John Kotter about adding a second “agile, network-like operating system” to accommodate complex and rapid change, this collection of ten chapters focus on various change management issues that have been compiled from Harvard Business Review articles. Each chapter has a different emphasis , such as: from identifying what to change first; focusing on reworking corporate systems and practices to “fix” a culture; the surprising results of a survey of 6,500 business leaders and 11,000 workers about the forces affecting the nature of work; scaling up to form agile innovation teams and more. Each chapter contains Ideas in Brief that encapsulate the main ideas and provides steps, a process or advice on how to effectively manage change. While having a background in change management would be helpful in understanding the significance of these various approaches, this book would be appropriate for HR, OD and managers who deal with change.

This book is designed for leaders who are responsible for implementing change. The author has distilled his experiences as an executive at various companies into guidance for leaders on what to do to implement successful change. He focuses on leaders as potential enemies of change and discusses topics such as having a “they vs. us” mentality, trying to rely on communications as the impetus for change, and the inertia that comes from being successful in the past to name a few. He then provides advice on how leaders can become allies of change for example, by creating a pull for it rather than pushing employees into it, making sure everything is aligned, and having leaders who listen and model what's expected. This easy to read book is full of examples and “remembered conversations” the author had with leaders experiencing change and provides a softer way to convey the main points.

This book focuses on the importance of the human side of technological change – helping employees learn to accept and work with technology (e.g., robots, artificial intelligence) to upgrade the human side of organizations (e.g., learning, communicating, deciding, engaging). The author discusses six themes including eight global megatrends (e.g., demographics, global talent pools, AI and robotics), how the digital transformation is changing business and the future of work; what's wrong with the existing change management paradigms; reworking those change paradigms to put culture first; removing bias and enhancing critical thinking; utilizing behavioral science interventions to make change more effective; and influencing in the digital age. In addition, he proposes a digital age change model and advocates for the use of influence to create behavioral change. Those who lead and implement change – Senior leaders, managers, HR/OD professionals will find insights into leading change in a digital age. This book is part of a two-part series by the author. The first book is called The Science of Organizational Change in which he dispels some myths, reviews research, and offers examples and ideas for promoting effective change.

The 25^th anniversary edition of this foundational book takes into consideration the changing landscape and workforce – how do leaders initiate change quickly in their organization while allowing employees to adjust to it and enabling the engagement of a diverse workforce. The author, a well-known consultant with expertise in managing transitions, offers step-by-step advice to ensure successful change initiatives with minimal disruptions. He argues that employees need “a purpose, a mental picture, a plan for, and a part to play in change.” As such, the book offers advice on how to deal with nonstop change in organizations and in life. The last section of the book offers several appendices, including how to assess transition readiness, how to set up a transition monitoring team, and career advice for employees of organizations in transitions. This book is written not only for managers leading change efforts, but certain chapters could also help employees dealing with organizational change.

Written in an engaging, easy to read manner, this book serves as a “user-friendly guide” for individuals and organizations that are attempting to manage and implement change. The basic themes expounded by Duncan reflect the need for engagement and commitment, in addition to compliance, so that those who are being asked to make changes are doing so for the right reasons. In addition, he distinguishes between transactional and transformational leadership and discusses when each type of leadership is required. He posits that the effective change leader should be Think-Friendly, Talk-Friendly, Trust-Friendly and Team-Friendly and provides tips, advice, and examples on how to accomplish it. Anyone involved in change management or change leadership would find this book useful.

The pace and rate of change is accelerating in a way that basic systems and structures cannot keep up with. Kotter has developed a process for handling strategic challenges to take advantage of any opportunities that arise. His solution is to combine traditional hierarchical structures (for conducting the basics of the business) with network structures that enable agility, creativity, and a more rapid response to strategic opportunities that the organization is pursuing. The book focuses on aspects of this dual structure and the sense of urgency required to make it work, it's impact on leadership, and eight process accelerators (e.g., a change vision, guiding coalition). A Q&A chapter presents many common questions people might ask about this process and Kotter's responses. This book would be useful for anyone involved in change management or change leadership and may provide insights to senior leadership.

This classic book shows why organizational change efforts (e.g., total quality management, reengineering, right sizing, restructuring, cultural change, and turnarounds) fail due to a lack of effective leadership. This new edition contains a preface that highlights the continued importance of effective change leadership. It identifies the most common mistakes leaders make in trying to facilitate organizational change, and provides an eight-stage process necessary to achieve effective change: 1) establishing a greater sense of urgency, 2) creating the guiding coalition, 3) developing a vision and strategy, 4) communicating the change vision, 5) empowering others to act, 6) creating short-term wins, 7) consolidating gains and producing even more change, 8) and institutionalizing new approaches in the future. The book makes effective use of examples of change efforts of over 100 companies. It is an appropriate book to share with a business leader who wants to learn more about leading change successfully.

This classic book provides a description of the chaotic business environment faced by today’s organizations and offers suggestions for how to anticipate, cope with, and foster change successfully. The author describes ways for organizations to effectively handle the volume of change, the speed or momentum of change, and the complexity of change required to be successful in today’s environment. The author explains that it is critical that leaders actively lead the change process. The book also suggests that today's managers can and should increase organizational resilience (i.e., the ability to be flexible and strong in a chaotic environment). Several recommendations regarding learning to be more resilient to change are also offered.