Machine generated contents note: ch. 1 Defining Change -- The nature of change -- Anticipation of the forces of change -- Change versus `changing' -- Stories of change in time -- Types of change -- Ways of thinking about change -- Organizational vision and the management of change -- Strategic thinking and change -- Metaphors and vision -- Revision -- Recommended reading -- ch. 2 Constructing Change -- Modes of thinking about change -- The role of language in managing change -- The organization as a system based on social construction -- Monologic and dialogic communication -- Constructing levels of analysis -- The importance of the individual level of analysis -- What do we mean by structure? -- What do we mean by culture? -- Constructing connections between structure and culture -- Why is process important? -- Revision -- Recommended reading -- ch. 3 Understanding the Role of the Change Agent -- Defining agency -- External and internal change agents -- Agency and structure --

Contents note continued: Agency and leadership for change -- Monologic and dialogic agency -- Relational agency and communication -- The consultant-client relationship -- Agency and sources of power -- Revision -- Recommended reading -- ch. 4 Constructing Change Through Narrative and Storytelling -- Why narrative? -- Importance of narrative in constructing change -- Change management through narratives -- Types of narratives -- Role of voice narrative in creating readiness -- Storytelling as an act of narration -- Why is storytelling useful for managing change? -- Narrating job situations through storytelling -- Emergence of agency through narration -- Making judgements on stories -- Role of storytelling in enacting change -- Revision -- Recommended reading -- ch. 5 Constructing Change Through the Field Concept -- The case of Newpark General Hospital -- Field theory and the work of Kurt Lewin -- Storying change achieved through force-field --

Contents note continued: Field theory and the notion of utterances -- Lewin and the notion of dialogue -- Using force-field in group settings -- Action research -- Action leading to theory and theory leading to action -- Example of the type of activities involved in action research -- Revision -- Recommended reading -- ch. 6 Creating Readiness and the Notion of Sensemaking -- Readiness: a conceptual overview -- Gap analysis and the willingness to change -- Creating readiness at different levels -- Ways of enhancing readiness -- Relationship between readiness, capability and urgency -- The role of communication in creating readiness -- Readiness and sensemaking -- Sensemaking of Queensland's natural disaster: a case example -- Revision -- Recommended reading -- ch. 7 The Problem-Centric Model of Diagnosing Change -- An overview of diagnosis -- Introducing the problem-centric model -- Introducing the dialogic mode -- The problem-centric mode -- Climate audits and voice surveys --

Contents note continued: Diagnosis achieved through retrospective `sensemaking' -- Levels of diagnosis -- Problems associated with diagnosis -- Leveraging change -- Total quality management -- Revision -- Recommended reading -- ch. 8 The Dialogic Model of Diagnosing Change -- The role of dialogue -- Introducing appreciative inquiry (AI) -- Diagnosing through AI -- Advantages of AI -- Palm 24: a story of AI -- The role of conversations in AI -- The role of dialogue in AI -- Contrasting the models: a recap -- Diagnostic models: an evaluation -- Relationships between diagnosis and intervention -- Revision -- Recommended reading -- ch. 9 Modes of Intervening -- Defining the act of intervention -- Attitudinal change -- Covert and overt levels of analysis: the notion of the organizational iceberg -- Using the iceberg for planning interventions -- The role of communication in facilitating intervention -- Modes of intervention -- Depth of intervention --

Contents note continued: The metaphor of the `swimming pool' -- How discourse implicates the social construction of an intervention -- Intervention as an act of balancing -- Revision -- Recommended reading -- ch. 10 Understanding and Managing Organizational Resistance -- Probing reasons for resistance -- Resistance and social representation -- Resistance as an attitudinal outcome -- The social construction of resistance -- Explaining resistance: first and second realities -- Resistance and types of conversation -- Explaining resistance: the role of personal identity -- The role of communication -- The role of conversation in explaining resistance -- Revision -- Recommended reading -- ch. 11 Communicating Change -- The role of language in change communication -- Models of communicating change -- Bakhtin's notion of dialogue -- Consensus: monologic versus dialogic -- Dialogic communication -- Connections between communication and a learning organization --

Contents note continued: Communicating change and the role of the change agent -- Revision -- Recommended reading -- ch. 12 Making Sense of Organizational Identity -- Two approaches to organizational identity -- Reconciling the two approaches -- Connections between levels of identity -- Ricoeur: the role of narratives in the formation of organizational identity -- Bakhtin: the role of utterances in the formation of organizational identity -- The notion of change agency -- Identity and empowerment -- Defining empowerment -- Empowerment achieved through participative design -- Summary -- Revision -- Recommended reading.