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Learning to Change

Learning to Change
A Guide for Organization Change Agents

November 2002 | 344 pages | SAGE Publications, Inc
Learning to Change provides a comprehensive overview of organizational change theories and practices developed by both European and North American change theorists. The authors compare and contrast different theories or approaches to planned change and discuss in detail the activities or steps change agents take - diagnosis, change strategy, the intervention plan, and interventions. In addition, the authors explore what makes someone a successful change agent and provide advice for career and professional development.
Why Change is so Complicated
On Loosely Coupled Systems

On Managing and Being Managed

On Chaos Thinking

Sociopolitical Mechanisms

Four Irrational Families of Theries Full Irrationalities

Thinking About Change in Five different Colors
Change Strategies and Approaches

Five Meanings of the Word Change

Five Ways of Thinking About Change in More Detail

Ideals and Pitfalls

New Colors and 'Super Páradigm'

Working With Colors: The Joseph and Johanna Case

The Main Elements of Planning Change
Elements of the Method

The Preceding Change Idea and the Actual Outcome

History: Driving Factors Behind the Change Idea


The Change Phases

Communication and Sense Making


Playing With the Elements: A Case Illustration

From Idea to Outcomes

Change Strategy

Intervention Plan



Case "Organization X"

Examples of Diagnostic Models
The Eisenhower Principle, Curriculum Vitae, Time Sheets

Profit Formula for Professional Organizaitons, Herring Bone Diagram, Task Dividion Scheme

Balanced Scorecard, Portfolio Analysis, Activity-Based Costing

Competition Structure, Environment Analysis, Experience Curves

Core Qualities, I/R Professionals, Competencies

Team Roles, Conditions for Team Success, Roles of the Staff Units

Culture Types, Organization Configurations, The Organizational Iceberg

Network Organization, Public Private Cooperation, Industrial Ecology

Biographical Fit, Power Sources, Levels of Learning

Optimal Conflict Level, Learning Curve, Process/Result Orientation

The Clock, the Passage of Resistance, Two Change Forces

Force-field Analysis, Mega-trends, National Cultures

In Conclusion to This Chapter

Examples of Intervention

For instructors

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