In Breaking the Code of Change, editors Michael Beer and
Nitin Nohria provide a crucial starting point on the
journey toward unlocking our understanding of
organizational change. The book is based on a dynamic
debate attended by the leading lights in the
field--including scholars, consultants, and CEOs who have
led successful transformations--and presents a series of
articles, written by these experts, that collectively
address the question: How can change be managed
effectively? Beer and Nohria organize the book around two
dominant, yet opposing, theories of change--one based on
the creation of economic value (Theory E), and the other on
building organizational capabilities for the long haul
(Theory O). Structured in an unusual and engaging
point-counterpoint style, the book enlists the reader
directly in the debate, providing a comprehensive overview
of the strengths and weaknesses of each theory along every
dimension of the change process--from motivation to
leadership to compensation issues. The editors argue that
the key to solving the paradox of change lies not in
choosing between the two processes, but in integrating
them. They identify the crucial considerations leaders must
make in selecting strategies that satisfy shareholders and
develop lasting organizational capabilities. With a
groundbreaking conceptual framework applicable to
established corporations and small organizations alike,
Breaking the Code of Change is a unique and authoritative
contribution to academic research and management practice
on the process of organizational change.
Contents
- Purpose of change
- Leadership of change
- Focus of change
- Planning of change
- Motivation for change
- Consultants' role in change
- Research on change
- Ending and beginning