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: 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 2Changing the Game (From Vision to Adaptation)Case: Yingcom and YangnetReading: "The Vision Thing (A)," Todd D. JickCase: Change Classic Bob Galvin and Morola, 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," Gary Hamel interviewed by Jennifer Marie ReeseMODULE 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: "Two Ways to Change (and Keep) the Psychological Contract," Denise M. Rousseau.Simulation: Merger Simulation User's GuideCase: Revolution at Oticon A/S (A)Reading: "United in the Quest to Become Radical," Matthew JonesMODULE 4The Recipients of ChangeCase: Change Classic: Donna Dubinsky and Apple Computer, Inc. (A)Reading: "The Recipients of Change," Todd D. JickCase: Wellcome Israel (A)Reading: "Back to Square Zero: The Post-Corporate Career," Maury Peiperl and Yehuda BaruchCase: Steve KirschnerCase: Emilio KornanReading: "Changing the Deal While Keeping the People," Denise M. RousseauSimulation: Broadway BrokersReading: "Managing to Communicate, Communicating to Manager: How Leading Companies Communicate With Employees," Mary Young and James E. PostMODULE 5Leading 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," Barry OshryCase: Fire StartersReading: "The Enduring Skills of Change Leaders," Rosabeth Moss KanterMODULE 6Continuous ChangeCase: Northwest Airlines Confronts ChangeCase: Singapore AirlinesReading: "Change, Stability and Renewal: The Paradoxes of Self-Organizing Systems," M. WheatleyReading: "Cracking the Code of Change," Michael Beer and Nitin NohriaCase: Nigel Andrews and General Electric Plastics (A)Reading: "GE's Move to the Internet," David Joachim and Brandon MillerReading: "A Jack Welch Disciple Finds the GE Mystique Only Takes You So Far," John HelyarReading: "Unlocking the Mystery of Effective Large-Scale Change," Peggy Holman
