A fresh approach to managing organizational change by looking at it as complex, dynamic and messy as opposed to a series of neat, linear stages and processes leading to success. Key to the approach is the idea that change, creativity and innovation all overlap and interconnect rather than being three separate areas of study and that managing the three together is central to organizations having the competitive edge in developing new technologies and techniques, products and services.

PART ONE: Setting the Scene: The Changing Landscape of Business OrganizationsChapter 1: IntroductionChapter 2: The Process of Change, Creativity and InnovationChapter 3: A Brief History of Management Thought in the Development of Concepts, Theories and Business PracticePART TWO: Change and Innovation in OrganizationsChapter 4: Classifying Theories of Organizational ChangeChapter 5: Change Management Practice: Choice, Lessons Learned and Key ConsiderationsChapter 6: Human Dimensions: Readiness, Time Perspectives, Communication, Power, Politics and ResistanceChapter 7: Conventional Frameworks: Planning, Diagnostics and SequenceChapter 8: New Developments and Postmodern Ideas: Dialogue and MeaningChapter 9: The Processual Turn: Politics, Context and TimePART THREE: Creativity, Innovation and Change in OrganizationsChapter 10: Creative Industries, Innovative Cities and Changing WorldsChapter 11: The Individual: Promoting Critical ThinkingChapter 12: The Group: Nurturing TeamworkChapter 13: The Leader: Promoting New Ideas at WorkChapter 14: The Internal Environment: Orchestrating Structure, Systems and ResourcesChapter 15: Culture: Enabling and Constraining Creative Processes at WorkChapter 16: Conclusion