The Theory and Practice of Change Management
7th Edition
Will be published approx. on 27. November 2025
Book
Hardback
456 pages
978-1-350-41334-4 (ISBN)
Description
With a clear organizing framework, based on a process model of change, and vast breadth of coverage, John Hayes' best-selling textbook covers all stages of change management.
This 7th edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations.
Taking a managerial approach, this textbook is suitable for undergraduate, postgraduate and MBA students studying change management as well as for practitioners.
New to this edition:
-Chapter on trust in change management exploring the importance of trust in the change process
-More on responding to big bang disruptions such as the impact of Covid 19 on businesses
-New content on how cognitive style can affect sensitivity to emerging issues
-A new change management tool, the Cognitive Style Index, for measuring cognitive style hosted on the companion website and discussed in the book
-Discussion of the effects of working from home and hybrid working practices, and the need for modular and systemic diagnosis
-More tables and many new case studies
The companion website provides a range of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.
This 7th edition equips you with the practical tools, and knowledge of recent academic research and thinking, to manage change in all types of organizations. It embeds learning with a range of pedagogical tools, including experiential learning exercises, research reports, in-text examples and case studies from real-life organizational situations.
Taking a managerial approach, this textbook is suitable for undergraduate, postgraduate and MBA students studying change management as well as for practitioners.
New to this edition:
-Chapter on trust in change management exploring the importance of trust in the change process
-More on responding to big bang disruptions such as the impact of Covid 19 on businesses
-New content on how cognitive style can affect sensitivity to emerging issues
-A new change management tool, the Cognitive Style Index, for measuring cognitive style hosted on the companion website and discussed in the book
-Discussion of the effects of working from home and hybrid working practices, and the need for modular and systemic diagnosis
-More tables and many new case studies
The companion website provides a range of resources to support teaching and learning, including narrated audio-visual tutorials, a testbank, interactive quizzes, detailed case study briefings and bonus cases, and interactive change management tools.
Reviews / Votes
It is more than just a textbook, it contains a wealth of current and relevant resources that supplement students' learning and provide support for educators. * Michelle Littlemore, Northumbria University, UK * The updates are excellent, reflecting current research and integrating commentary on recent events, such as the pandemic, to demonstrate approaches to change. * Amy Wallis, Wake Forest University, USA * This updated edition, enriched with insights on trust-building and practical case studies, solidifies the book's relevance for both academics and practitioners striving to create socially responsible, sustainable, and ethical change. * Deanna Grant-Smith, University of the Sunshine Coast, Australia * Weaves current macro environmental topics into each chapter with diverse and wide-ranging case studies making it a must have for any change management course. * Samantha Burvill, Swansea University, UK *More details
Edition
7th edition
Language
English
Place of publication
London
United Kingdom
Publishing group
Bloomsbury Publishing PLC
Target group
College/higher education
Dimensions
Height: 286 mm
Width: 221 mm
Thickness: 29 mm
Weight
1389 gr
ISBN-13
978-1-350-41334-4 (9781350413344)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Person
John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK.
Content
Part 1 - Managing change: a process perspective
Intro to Part 1
1. Process models of change
2. Leading change: a process perspective
Part 2 - Recognizing the need for change and starting the change process
Intro to Part 2
3. Patterns of change
4. Sources of change
5. Recognizing the need or opportunity for change
6. Using value innovation to proactively identify new opportunities
7. Starting the change
Part 3 - Diagnosing what needs to be changed
Intro to Part 3
8. Diagnosis
9. Gathering and interpreting information
Part 4 - Planning and preparing for change
Intro Part 4
10. Shaping implementation strategies
11. Developing a change plan
12. Types of interventions based on who does what
13. Types of intervention classified according to focal issues
14. Selecting interventions
Part 5 - Leading and managing the people issues
Intro to Part 5
15. Building change relationships
16. The role of leadership
17. Power, politics and stakeholder management
18. Responsible change management: an ethical approach
19. Managing context to promote ethical practice
20. Communicating change
21. Trust: the essential lubricant for change
22. Motivating others to change
23. Supporting others through change
Part 6 - Implementing change and reviewing progress
Intro to Part 6
24. Implementing change
25. Reviewing and keeping the change on track
Part 7 - Sustaining change
Intro to Part 7
26. Making change stick
27. Spreading change
Part 8 - Learning
Intro to Part 8
28. Change managers learning from their own experience
29. Facilitating collective learning
30. Pulling it all together: a concluding case study
References
Author index
Subject index
Intro to Part 1
1. Process models of change
2. Leading change: a process perspective
Part 2 - Recognizing the need for change and starting the change process
Intro to Part 2
3. Patterns of change
4. Sources of change
5. Recognizing the need or opportunity for change
6. Using value innovation to proactively identify new opportunities
7. Starting the change
Part 3 - Diagnosing what needs to be changed
Intro to Part 3
8. Diagnosis
9. Gathering and interpreting information
Part 4 - Planning and preparing for change
Intro Part 4
10. Shaping implementation strategies
11. Developing a change plan
12. Types of interventions based on who does what
13. Types of intervention classified according to focal issues
14. Selecting interventions
Part 5 - Leading and managing the people issues
Intro to Part 5
15. Building change relationships
16. The role of leadership
17. Power, politics and stakeholder management
18. Responsible change management: an ethical approach
19. Managing context to promote ethical practice
20. Communicating change
21. Trust: the essential lubricant for change
22. Motivating others to change
23. Supporting others through change
Part 6 - Implementing change and reviewing progress
Intro to Part 6
24. Implementing change
25. Reviewing and keeping the change on track
Part 7 - Sustaining change
Intro to Part 7
26. Making change stick
27. Spreading change
Part 8 - Learning
Intro to Part 8
28. Change managers learning from their own experience
29. Facilitating collective learning
30. Pulling it all together: a concluding case study
References
Author index
Subject index