Introduction slides for book launch. Tucker, Cirella and Kelly (2024) Organizational Change Management: Inclusion, Collaboration and Digital Change in Practice. Event hosted by the Centre for Work Organisation and Society (@EssexBusinessSchool, University of Essex, UK) Book details here: https://uk.sagepub.com/en-gb/eur/organizational-change-management/book279391 Inspired by our own MSc programme and the research of the co-authors, this book offers a holistic introduction to Organizational Change Management through a distinct and timely perspective of organizational change agency. It takes a highly practical and unique approach, with cutting-edge chapters on digital transformation, creativity, power and inclusivity and diversity. Our approach places change experience as a starting point. It identifies and targets lessons for current or future professionals who become change makers. Such individuals play a pivotal role in change implementation but are bounded by the ultimate decision-making power of others, typically senior leaders, executives or business owners. This focus means we place relationships and people at the heart of organizational change and offer practical training to help develop skills of communicating change; learning about change; influencing key stakeholders; handling digital data and information; consulting, supporting and exploring. We discuss not simply how to ‘do change’, but how to understand the implications of organizational changes.

1. Organizational Change
Management
Inclusion, Collaboration and Digital
Change in Practice
Danielle A Tucker
Stefano Cirella
Paul R Kelly
CWOS Book Launch – 31 January 2024
https://uk.sagepub.com/en-gb/eur/organizational-change-
management/book279391#description

3. A Change Agency Approach
Our approach places change experience as a starting point. It
identifies and targets lessons for current or future professionals
who become change makers
 Change Maker – someone who becomes the architect and builder
of change in organizations
 To make change is to construct, create or concoct something new
from the resources available.
 We discuss not simply how to ‘do change’, but how to understand
the implications of organizational changes.

4. Table of Contents
Part I - The strategic context of change
 Chapter 1: An Introduction to Change: What Is Change and Why Do We Do It?
 Chapter 2: Traditional Theories of Change: An Overview
 Chapter 3: The Role of Strategy and the External Environment in Driving Change
Part II - An approach based on change makers
 Chapter 4: Change Makers and Change Agents: Diverse Roles and Common Challenges
 Chapter 5: Perspectives on Digital Transformation
 Chapter 6: Change and Voice: Inclusivity, Equality and Diversity
Part III - Current issues on change
 Chapter 7: Leadership and Organizational Change
 Chapter 8: Power and Resistance in organizational Change
 Chapter 9: Change and Creativity: Enhancing the Power of Collective Creativity
 Chapter 10: Change and Innovation: Exploring Collaborative Models
 Chapter 11: Evaluating Change: From Metrics to Networks
 Chapter 12: Learning, Collaborative Research and Knowledge Sharing
Part IV Integrated Case Studies
 Chapter 13: How to use the integrated case studies

5. Sharing some highlights…

6. First of all… The cover!
 Flocks
 Flocks continuously involve collaboration and
interaction between birds to fly together but
changing shapes and orientations
 Giorgio Parisi
 Flocks as ‘complex systems’ by Giorgio Parisi,
winner of the Nobel Prize in Physics in 2021
 ‘When the flock was turning, the impression that one has
is that they are turning as a flock, but the reality is that
some birds start to turn in advance and the others follow.
We were able to get the acceleration of each bird and to
see that some birds start to accelerate or turn in one
direction and other birds follow and that this decision was
propagating inside the flock’

7. Inclusion
 Resistance and Voice
 What is Resistance?
 Many reasons of resistance are about
 the right information at the right time and at the right
place
 the different interpretations of organizational members
 Change makers voice always ‘correct’ and ‘right’?
 Resisting employee voice always ‘wrong’?
 Diminished employee voice?
 Leader-centric biases?
 What is fair and ethical business practice?
 Discussing paradigm shift from overcoming
resistance to creating dialogues

8. Collaboration: creativity
 Collective creativity
 People and interactions between people are
the basis for a continuous development of
new ideas and, in turn, sustaining change
 Different levels of creativity
 Individual
 Group / team
 Organizational
 Collective creativity: plural and collective
view on creativity
 key role of all employees, change makers, experts
and managers at all levels as agents for creativity
 to support mobilizing, making improvements and
developing change.

9. Collaboration: innovation & learning
 Innovation paradigms
 Involving a range of different change makers to
develop innovation
 Open/collaborative forms of innovation
 User innovation and lead user innovation
 Design-driven innovation: focus on meaning
 Learning, collaboration and change
 Organizational learning mechanisms
 Action / Collaborative research to develop change
 Insider action research
 Collaborative research: joint efforts of internal change makers
and external change makers (academic researchers)
 Knowledge sharing: balancing what works with new
ideas

10. Digital Change and Leadership
 Digital Transformation
 What is Digital Transformation?
 IT, Digitization, Digitalization, Transformation
 Technology evolution vs Socio-technical change
 Design vs Practice, Socio-digital transformation
 Leadership
 How do we lead change? From the CEO? Heroes?
 Distributed leadership, within the organization
 Leadership, transformation & collaboration for change makers

11. Power, Resistance, & Evaluation
 Power and Resistance
 Who/what has power over change?
 The big boss? Finance controllers? Or power in norms & data?
 Resistance as a problem vs as opportunities for better change
 Evaluation, Metrics, and Networks
 How do we evaluate organisational change?
 Formative, Summative, Innovation funnels, Iron Triangle, KPIs, Metrics
 Networks, stakeholders, sensitivity to power, politics, & inclusion
Inputs Outputs Outcomes Impacts