Implementing Change: Patterns, Principles, and Potholes, 5th edition

Published by Pearson (March 15, 2019) © 2020

  • Gene E. Hall
  • Shirley M. Hord
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A research-based, practical guide helps educators understand, evaluate, and facilitate the change process
Implementing Change continues to examine on-the-ground change processes and practical strategies while adding new features, new material and the most current research. Based primarily on the Concerns Based Adoption Model (CBAM), this user-friendly text focuses on introducing constructs that can be used by those engaged in creating, implementing, and sustaining change processes as well as those who are evaluating and studying change.
Rather than maintaining a bird’s eye view of change processes, each chapter introduces a research-based, research-verified construct about change that captures the complexity of implementing change and the diversity of reactions to it. With a stress on pedagogical aids, each chapter incorporates practical examples, sample research, case studies, reflection questions, and examples of common roadblocks to change.
  • Part I: Two Basics of Implementing Change: Assumptions & Interventions
  • 1. What Key Patterns and Lessons Have We Learned About Implementing Change: Change Principles
  • 2. What Actions and Events Are Key to Facilitating Change Processes: Interventions
  • Part II: The Three Diagnostic Dimensions for Assessing Change: Concerns, Using, and Fidelity
  • 3. What is "It?": Innovation Configurations
  • 4. How Can the Different Feelings and Perceptions About Change Be Understood and Addressed: Stages of Concern
  • 5. How Do Behavioral Profiles Evolve as Implementers Progress from Not Using to Expert: Levels of Use
  • Part III: Leading Change Across the Organization
  • 6. How Do Leaders Make a Difference in Implementing Changes: Change Facilitator Style
  • 7. How Can the Organization's Culture Support Implementing Changes: A Culture of Continuous Improvement
  • 8. What is a Part of the Change Process That Is Not Controlled by the Leaders or the Followers: Intervention Mushrooms
  • Part IV: Different Perspectives for Understanding the Big Picture of Change: Systems, Diffusion, and Organization Development
  • 9. How Can Understanding the Interconnections of Parts that Make a Whole Affect the Success of Change Efforts: Systems Thinking
  • 10. How Do Communication Activities and Change Agents Affect the Change Process: The Diffusion Perspective
  • 11. In What Ways Can Team Member Skills and Process Consultants Affect Implementation: Organization Development (OD)
  • Part V: Combining Views: Perspectives, Constructs, Tools, Applications, and Implications
  • 12. How Can Change Science Constructs Be Combined to Understand, Assess, and Lead Efforts to Implement Change: Data-Based and Conceptual Examples
  • Appendix A: Example Interventions for Each Stage of Concern
  • Appendix B: The One-Legged Interview (OLI)
  • Appendix C: Stages of Concern Questionnaire (SoCQ) (Form 075)
  • Appendix D: Stages of Concern Questionnaire (SoCQ)Scoring Device
  • Appendix E: Levels of Use of the Innovation (Operational Definitions)
  • Appendix F: Six Dimensions of Change Facilitator Style
  • Appendix G: Change Facilitator Style Questionnaire (CFSQ)
  • Appendix H: Change Facilitator Style Questionnaire (CFSQ) Scoring Device
  • Appendix I: Poisonous Mushroom: The Poltergeist and the Missing Tables

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