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The ability to successfully manage change is an essential part of business. It is a skill that is much valued by employers and it is therefore one of the most commonly delivered courses. This book helps you to understand three key activities for managing change: diagnosing, explaining and enacting. Both practical and action-oriented, it gives students and managers the tools they need to deal with the messy reality of change. It combines theory and diagnostic tools with practical examples that focus on actions and outcomes. It also includes short vignettes and longer cases, from a range of international contexts, for classroom study or for use on distance-learning courses. Managing Change is written for advanced undergraduates and graduate students taking modules on change management, strategy and organizations. Its class-tested approach has been successfully delivered in a wide variety of settings, including over fifty executive short courses with FTSE-listed businesses. Table of Contents Part I. Foundations: 1. Approaches to practising change management 2. Current perspectives and classic ideas Part II. Diagnosing: 3. Clarity and ambiguity 4. Engagement and vitality 5. Stakeholder positioning and dynamics 6. Culture, habits and unlearning Part III. Enacting Change: 7. Changing structure 8. Identity and change 9. Choosing customers and competitors 10. Changing processes 11. Aligning people and activities 12. Learning and developing 13. Change through dialogue Part IV. Explaining: 14. Developing and interpreting evidence and reflexive learning 15. Accounting for change 16. Conclusions Part V. Extended Cases: Case 1 – ABB Case 2 – ITS Canada Case 3 – Island Opera Case 4 – Oticon Case 5 – Admiral Insurance Case 6 – Power Provision Case 7 – Nokia Case 8 – Her Majesty's Revenue and Customs Case 9 – Apple Index.