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Index

Note: Page references in italics refer to Figures; those in bold refer to Tables; [CS] indicates a
case study.

‘360-degree’ feedback/appraisal techniques 8, 52 architecture 5, 45, 94
architecture of change, effective 223
ABB (Asea Brown Boveri) 33–4 ascribed status 314
ABF Ltd 158, 182, 183, 299, 314 assessment of organizational effectiveness,
case studies 177–81, 295–9 techniques for 194–206
accelerator effect 99, 334–5, 336 functional analysis 195, 195–8, 197, 205–6
acceptability of change 286 organizational diagnosis 201, 202–5, 205–6
acceptance of change, creating 189–90 asset management, ‘whole-life’ approach to 342
access 231 attention, management of 148
accountability 9, 16, 28, 268, 304 attitude surveys 71
achieved status 314 authority, as facilitating process 17
achieving objects 191 autocratic management style 178, 210
action autonomy 230
supporting 155 awareness 177, 255, 255–6
action learning 68
action research approach 68, 71–2 balanced scorecard 6, 8, 52, 116–18
action maps, Agyris concept 259 workshop to create 118
adaptability 148, 192, 332 barriers to change 159
adaptation stage in coping cycle 241, 243 BBC 102, 277–8 [CS]
adaptive culture 223, 315 behavioural facilitation 86
adaptive organization, changes needed behavioural skill 148
to achieve 141 Ben & Jerry’s (ice cream) 157
Airbus Industrie 58 benchmarking 8, 46
alignment 5–6, 10 competitive 46, 175–6
A.K. Rice Institute 82 global 46
alliances 31, 55 strategic 46
ambiguity, incapacity to tolerate, 121 use by companies 175–6, 235
ambition Benetton 101
assessment of 99, 100 ‘bet your company’ culture 312
in change 328–9, 336–7 better performers, managerial behaviour
characteristics 329 towards 275
level of 95–7 Bhopal disaster 321–2
ambition profile/assessment 5–7 bias, in conflict management 322
anxiety, change-caused 238 block busting 123–4, 124–5, 135, 260

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