Introduction MODULE 1 Forces for ChangeCase: Conspiracy of Change at IntuitReading: An Improvisational Model for Change Management: The Case of Groupware Technologies, Wanda J. Orlikowski and J. Debra HofmanCase: Change Classic: Changing the Culture at British AirwaysCase: British Airways Update, 1991-2000Reading: Re-Energizing the Mature Organization, Richard W. Beatty and David O. UlrichCase: Clifford Chance: International ExpansionReading: A Note on the Organizational Implications of Globalization, Erich A. Joachimsthaler, Martin Helmstein and Ralf Leppanen Reading: Cultivating the World MODULE 2 Changing the Game (From Vision to Adaptation)Case: Yingcom and YangnetReading: The Vision Thing (A), Todd D. JickCase: Change Classic Bob Galvin and Motorola, Inc. (A)Reading: From Bogged Down to Fired Up: Inspiring Organizational Change, Bert A. SpectorCase: Motorola: The Next Generation of Change ManagementReading: Meeting the Challenge of Disruptive Change, Clayton M. Christensen and Michael OverdorfCase: Charlotte Beers at Ogilvy & Mather Worldwide (A)Reading: The Time Is Ripe For Unorthodox Newcomers, an interview with Gary Hamel MODULE 3Implementing ChangeCase: Change Classic: Peter Browning and Continental White Cap (A)Reading: Implementing Change, Todd D. JickCase: Marconi plc (A)Reading: Organizational Frame Bending: Principles for Managing Reorientation, David A. Nadler and Michael L. TushmanCase: Leading Culture Change at Seagram (A)Reading: Why Change Programs Don't Produce Change, Michael Beer, Russell A. Eisenstat, and Bert SpectorReading: Cahnging the Deal While Keeping the People Denise M. Rousseau.Simulation: The Merger Plan Simulation Case: Revolution at Oticon A/S (A)Reading: United in the Quest to Become Radical,MODULE 4 The Recipients of ChangeCase: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)Reading: The Recipients of Change, Todd D. JickCase: Welcome Israel (A)Reading: Back to Square Zero: The Post-Corporate Career, Maury Peiperl and Yehuda BaruchCase: Mark MargolisCase: Emilio KornanSimulation: Broadway BrokersReading: Managing to Communicate, Communicating to Manage: How Leading Companies Communicate With Employees, Mary Young and James E. PostMODULE 5 Leading Change: The Personal SideCase: Walt Disney's Dennis Hightower: Taking ChargeCase: Dennis Hightower: Walt Disney's Transnational ManagerReading: Bob Knowling's Change Manual, Noel TichyCase: Three in the Middle: The Experience of Making Change at Micro SwitchReading: Converting Middle Powerlessness to Middle Power,A Systems Approach Barry OshryCase: The Young Change AgentsReading: The Enduring Skills of Change Leaders, Rosabeth Moss KanterMODULE 6 Continuous Change Case: Northwest Airlines Confronts ChangeCase: Singapore Airlines: Changing to Stay Ahead Reading: Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems, Margaret Wheatley Reading: Cracking the Code of Change, Michael Beer and Nitin NohriaCase: Nigel Andrews and General Electric Plastics (A)Reading: GE's Move to the Internet,Reading: Sole Flight: A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far, Reading: Unlocking the Mystery of Effective Large-Scale Change, Peggy Holman
