The Theory and Practice of Change Management

by John Hayes

Overview

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.

Product Details

ISBN-13:	9781350413351
Publisher:	Bloomsbury Publishing
Publication date:	11/27/2025
Sold by:	Barnes & Noble
Format:	eBook
Pages:	456
File size:	25 MB
Note:	This product may take a few minutes to download.

About the Author

John Hayes is Emeritus Professor of Change Management at Leeds University Business School, UK.

Table of Contents

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

What People are Saying About This

From the Publisher

It would be hard to improve on the last edition of Hayes’ book, but this version does. Wonderfully clear, it is a useful book for course leaders in the human side of strategy, and a great lifelong learning companion for anyone moving into a change agent’s role or looking to change their organisation. The new, reframed chapters on making change stick are a great addition. – Peter Antonioni, UCL School of Management, UK

Getting people to change, even when it is in their best interest to do so, is the most difficult task faced by any leader. Hayes makes this content readily accessible, in one of the best management texts I have ever read. – Nicholas S. Miceli, Park University, USA

In our turbulent times, the management of organizational change has become more important than ever. John Hayes’s book systemizes the complex field of change management and orders it into a clear and logical process. Highly recommended reading for both students and practitioners who want to learn how change management works and why. – Professor Dr Arjan Kozica, ESB Business School, Reutlingen University, Germany

This text has three great strengths as an effective learning resource: it is one of the few texts where chapters clearly align with managing the change process; it emphasises the people management issues associated with implementing change; and each chapter provides at least one brief practical case study, drawing from a range of industries and organisations located around the globe. – Jan Fermelis, Deakin University, Australia

This excellent book gives a thorough view of the many forms and stages of change management processes in today's organisations. The multimedia learning aids and case studies unpack crucial issues further for the reader, offering useful insights into reasons for the possible success or failure of various change initiatives. – Tom Calvard, University of Edinburgh Business School, UK

Organizational change is a complex and paradoxical phenomenon. Scholars endlessly discuss the dilemmas and conflicting epistemological stances, while practitioners need insightful examples, clear frameworks and practical guidelines on how to realize change successfully. In a marvelously comprehensible way, John Hayes offers a clear balance between both worlds and by doing so demystifies the world of change management. I strongly recommend this book to practitioners and scholars alike. – Antonie van Nistelrooij, Vrije Universitet Amsterdam, Netherlands

There is a lot to like about this textbook! John Hayes guides us through the challenges of managing organisational change and combines important theoretical concepts with practical exercises on how to facilitate change more effectively. All students and industry practitioners would benefit from the ideas and concepts in this text—a must read for all who want to make a difference and manage change successfully. – Jane Boeske, University of Southern Queensland, Australia

This updated edition of John Hayes’s text offers a useful structure for students and instructors to understand managing change in an organizational context. Interesting case studies and examples, from both a regional and global vantage, help those with an interest in, or already working for, national and multi-national organizations. Valuable reading, and an excellent study tool! – Alastair Watson, University of Wollongong in Dubai

The text does a fine job detailing change management processes, balancing theory, and covering the tools necessary for practitioners. It has rapidly become a staple in my organization change graduate course. – Dr. Arthur Sementelli, Florida Atlantic University, USA

Editorial Reviews

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

From the Publisher