BOOK 1: Scared So What - Literature bibliographies - in Harvard style

Citing Balogun and Hope Hailey's 2004 work“...the management of organisational change currently tends to be reactive…ad hoc, with a reported failure rate of around 70 per cent of all change programmes initiated

In-text: (Balogun and Hope Hailey, 2004)

Your Bibliography: Balogun, J. and Hope Hailey, V., 2004. Exploring strategic change. 2nd ed. Harlow: Financial Times Prentice Hall.

Citing Balogun and Hope Hailey's 2004 work“...the management of organisational change currently tends to be reactive…ad hoc, with a reported failure rate of around 70 per cent of all change programmes initiated

In-text: (Balogun and Hope Hailey, 2004)

Your Bibliography: Balogun, J. and Hope Hailey, V., 2004. Exploring strategic change. 2nd ed. Harlow: Financial Times Prentice Hall.

In-text: (Bassot, 2016)

Your Bibliography: Bassot, B., 2016. The reflective journal. 2nd ed. London: Palgrave, pp.40-41.

Not being able to articulate why the project is being done puts it at risk of losing support and momentum and decreases its chances of success.

In-text: (Brown, Hyer and Ettenson, 2013)

Your Bibliography: Brown, K., Hyer, N. and Ettenson, R., 2013. The question every project team should answer. MIT sloan management review, [online] 55(1), pp.49-57. Available at: <http://sloanreview.mit.edu.ezproxy.mdx.ac.uk/article/the-question-every-project-team-should-answer/> [Accessed 7 December 2019].

Learning rarely proceeds in neat logical steps. More often it weaves in and out of the fog. And those who have no tolerance for fogginess - those who have been trained to think that confusion is a sign of stupidity for instance - have reduced their capacity to learn

In-text: (Claxton, 2006)

Your Bibliography: Claxton, G., 2006. Expanding the Capacity to Learn: A new end for education? Opening Key-note address, British Educational Research Association Annual Conference, September, Warwick University.

In-text: (Connor, 2012)

Your Bibliography: Connor, D., 2012. Change Is Easy When People Like It, Right? | Conner Partners. [online] Connerpartners.com. Available at: <https://www.connerpartners.com/frameworks-and-processes/change-is-easy-when-people-like-it-right> [Accessed 7 December 2019].

In-text: (Connor, 2012)

Your Bibliography: Connor, D., 2012. Change Is Easy When People Like It, Right? | Conner Partners. [online] Connerpartners.com. Available at: <https://www.connerpartners.com/frameworks-and-processes/change-is-easy-when-people-like-it-right> [Accessed 7 December 2019].

I realized then that Dr. Kübler-Ross had not simply developed a model for understanding the adjustment to death, but she had also provided a way of understanding any negative change that we face but cannot control. By 1974, I had modified her model slightly so it would be easier for executives to relate to it and I receive a great deal of affirmation from leaders about its value in understanding resistance.

In-text: (Connor, 2012)

Your Bibliography: Connor, D., 2012. Sometimes People HATE the Change | Conner Partners. [online] Connerpartners.com. Available at: <http://www.connerpartners.com/how-challenging-is-the-change/sometimes-people-hate-the-change> [Accessed 7 June 2020].

I realized then that Dr. Kübler-Ross had not simply developed a model for understanding the adjustment to death, but she had also provided a way of understanding any negative change that we face but cannot control. By 1974, I had modified her model slightly so it would be easier for executives to relate to it and I receive a great deal of affirmation from leaders about its value in understanding resistance.

In-text: (Connor, 2012)

Your Bibliography: Connor, D., 2012. Sometimes People HATE the Change | Conner Partners. [online] Connerpartners.com. Available at: <http://www.connerpartners.com/how-challenging-is-the-change/sometimes-people-hate-the-change> [Accessed 7 June 2020].

In-text: (Consalia, 2019)

Your Bibliography: Consalia, 2019. Module 4: Leading Collaborative Change (WBS 4909). 1st ed. UK: Consalia, pp.15, 20-23, 29-30, 36-47,60-88.

“the application of a structured process and set of tools for leading the people side of change to achieve a desired business outcome.”

In-text: (Creasy, 2018)

Your Bibliography: Creasy, T., 2018. An Introduction Guide to Change Management. [online] Prosci.com. Available at: <https://www.prosci.com/> [Accessed 2 April 2018].

“the application of a structured process and set of tools for leading the people side of change to achieve a desired business outcome.”

In-text: (Creasy, 2018)

Your Bibliography: Creasy, T., 2018. An Introduction Guide to Change Management. [online] Prosci.com. Available at: <https://www.prosci.com/> [Accessed 2 April 2018].

In-text: (Gibbs, 1988)

Your Bibliography: Gibbs, G., 1988. Learning by doing: a guide to teaching and learning methods. London: FEU.

People support what they create, Kurt Lewin

In-text: (Graban and Swartz, 2013)

Your Bibliography: Graban, M. and Swartz, J., 2013. Kurt Lewin People support what they create.Quotes from Healthcare Kaizen: Engaging Front-Line Staff in Sustainable Continuous Improvements by Graban Swartz www.hckaizen.com. [online] SlideShare. Available at: <https://www.slideshare.net/mgraban/quotes-from-healthcare-kaizen-16674513/58-Kurt_Lewin_People_support_what> [Accessed 3 May 2020].

by Nipun Mehta "The more you give, the more you want to do it - as do others around you."

In-text: (Grant, 2014)

Your Bibliography: Grant, A., 2014. Give and take. London: Phoenix / Orion Books, p.307.

In-text: (Hiatt, 2006)

Your Bibliography: Hiatt, J., 2006. ADKAR. Loveland, Colo.: Prosci Learning Center.

To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an acronym which stands for Awareness, Desire, Knowledge, Ability and Reinforcement.[28] This model was developed by researcher and entrepreneur Jeff Hiatt in 1996 and first published in a white paper entitled The Perfect Change in 1999.[29] Hiatt explained that the process of becoming ready for change is sequential, starting from the current level of each individual,[30] and none of the five steps could be avoided: "they cannot be skipped or reordered".[31]

In-text: (Hiatt, 2021)

Your Bibliography: Hiatt, J., 2021. Change management - Wikipedia. [online] En.wikipedia.org. Available at: <https://en.wikipedia.org/wiki/Change_management#Human_factors> [Accessed 4 September 2021].

In-text: (Hiatt, 2021)

Your Bibliography: Hiatt, J., 2021. The Prosci ADKAR Model: Why it Works. [online] Prosci.com. Available at: <https://www.prosci.com/resources/articles/why-the-adkar-model-works> [Accessed 4 September 2021].

Change is inevitable, whether it is personal or professional.

In-text: (Joseph Galli, 2018)

Your Bibliography: Joseph Galli, B., 2018. Change Management Models: A Comparative Analysis and Concerns. IEEE Engineering Management Review, [online] 46(3), pp.124-132. Available at: <https://ieeexplore-ieee-org.ezproxy.mdx.ac.uk/document/8486843> [Accessed 8 June 2020].

Change is inevitable, whether it is personal or professional.

In-text: (Joseph Galli, 2018)

Your Bibliography: Joseph Galli, B., 2018. Change Management Models: A Comparative Analysis and Concerns. IEEE Engineering Management Review, [online] 46(3), pp.124-132. Available at: <https://ieeexplore-ieee-org.ezproxy.mdx.ac.uk/document/8486843> [Accessed 8 June 2020].

In-text: (Kessler, 2020)

Your Bibliography: Kessler, D., 2020. Grief.com - – MISCONCEPTIONS. [online] Grief.com. Available at: <https://www.grief.com/misconceptions/> [Accessed 7 June 2020].

In-text: (Kessler, 2020)

Your Bibliography: Kessler, D., 2020. Grief.com - – MISCONCEPTIONS. [online] Grief.com. Available at: <https://www.grief.com/misconceptions/> [Accessed 7 June 2020].

In-text: (Kotter, 2012)

Your Bibliography: Kotter, J., 2012. Leading change, with a new preface by the author. Boston, Mass.: Harvard business review press, p.73.

In-text: (Kotter, 2012)

Your Bibliography: Kotter, J., 2012. Leading change, with a new preface by the author. Boston, Mass.: Harvard business review press, p.73.

In-text: (Kotter, 2014)

Your Bibliography: Kotter, J., 2014. XLR8. Boston, M.A.: Harvard Business Review Press, pp.27-34.

In-text: (Kotter, 2021)

Your Bibliography: Kotter, J., 2021. John Kotter - Wikipedia. [online] En.wikipedia.org. Available at: <https://en.wikipedia.org/wiki/John_Kotter> [Accessed 4 September 2021].

In-text: (Kubler-Ross, 2020)

Your Bibliography: Kubler-Ross, E., 2020. Change Curve. [online] Elisabeth Kubler-Ross Foundation. Available at: <https://www.ekrfoundation.org/5-stages-of-grief/change-curve/> [Accessed 7 June 2020].

In-text: (Kubler-Ross, 2020)

Your Bibliography: Kubler-Ross, E., 2020. Change Curve. [online] Elisabeth Kubler-Ross Foundation. Available at: <https://www.ekrfoundation.org/5-stages-of-grief/change-curve/> [Accessed 7 June 2020].

In-text: (Lewin, 2021)

Your Bibliography: Lewin, K., 2021. Kurt Lewin - Wikipedia. [online] En.wikipedia.org. Available at: <https://en.wikipedia.org/wiki/Kurt_Lewin> [Accessed 4 September 2021].

When we choose to create a change, such as moving to a new home or shifting jobs, we feel more in control of the outcome. If the change is brought about by forces outside of our control, whether a boss, a pandemic or an accident, we feel disempowered.

In-text: (Manly, PHD, 2021)

Your Bibliography: Manly, PHD, C., 2021. I Fear Change: How to Cope With the Unknown. [online] Verywell Mind. Available at: <https://www.verywellmind.com/i-fear-change-how-to-cope-with-the-unknown-5189851> [Accessed 6 June 2022].

In-text: (McLeod, Dr., 2020)

Your Bibliography: McLeod, Dr., S., 2020. 10 Defense Mechanisms: What Are They and How They Help Us Cope. [online] Simplypsychology.org. Available at: <https://www.simplypsychology.org/defense-mechanisms.html> [Accessed 6 June 2022].

Reflection IN Action or ON Action

In-text: (McNiff, 2013)

Your Bibliography: McNiff, J., 2013. Action research. London: Routledge.

In-text: (Mulholland, 2017)

Your Bibliography: Mulholland, B., 2017. 8 Critical Change Management Models to Evolve and Survive | Process Street | Checklist, Workflow and SOP Software. [online] Process Street. Available at: <https://www.process.st/change-management-models/> [Accessed 7 June 2020].

In-text: (Mulholland, 2017)

Your Bibliography: Mulholland, B., 2017. 8 Critical Change Management Models to Evolve and Survive | Process Street | Checklist, Workflow and SOP Software. [online] Process Street. Available at: <https://www.process.st/change-management-models/> [Accessed 7 June 2020].

In-text: (Quattrone and Hopper, 2001)

Your Bibliography: Quattrone, P. and Hopper, T., 2001. What does organizational change mean? Speculations on a taken for granted category. Management Accounting Research, 12(4), pp.403-435.

In-text: (Rogel, 2010)

Your Bibliography: Rogel, C., 2010. Using the SARA Model to Learn from 360-Degree Feedback - DecisionWise. [online] DecisionWise. Available at: <https://decision-wise.com/using-the-sara-model-to-learn-from-360-degree-feedback/> [Accessed 7 December 2019].

In-text: (Rogel, 2010)

Your Bibliography: Rogel, C., 2010. Using the SARA Model to Learn from 360-Degree Feedback - DecisionWise. [online] DecisionWise. Available at: <https://decision-wise.com/using-the-sara-model-to-learn-from-360-degree-feedback/> [Accessed 7 December 2019].

My mother wanted to facilitate a conversation. She did not create the SARA(H) curve model. She was aware of it but someone in business morphed it from her model. The change curve is NOT linear. There were actually 13 stages in the original model.

In-text: (Ross, 2020)

Your Bibliography: Ross, K., 2020. Research Interview with Ken Ross on SCARED SO WHAT.

In-text: (Sarayreh, Khudair and Barakat, 2013)

Your Bibliography: Sarayreh, B., Khudair, H. and Barakat, E., 2013. Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology, 2(4).

Due to varying factors internal to an organization's environment, not all changes are the same; therefore, management needs to use different change models and methodologies depending on the situation

In-text: (Schech-Storz, M.D., 2013)

Your Bibliography: Schech-Storz, M.D., M., 2013. Organizational change success in project management: A comparative analysis of two models of change. PHD. Capella University: ProQuest Dissertations and Theses, 20-25.

Due to varying factors internal to an organization's environment, not all changes are the same; therefore, management needs to use different change models and methodologies depending on the situation

In-text: (Schech-Storz, M.D., 2013)

Your Bibliography: Schech-Storz, M.D., M., 2013. Organizational change success in project management: A comparative analysis of two models of change. PHD. Capella University: ProQuest Dissertations and Theses, 20-25.

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In-text: (Search, 2021)

Your Bibliography: Search, G., 2021. Google Search: CHANGE. [online] Google.com. Available at: <https://www.google.com/search?q=change&source=hp&ei=_y0xYdK4DaGJwbkPoLGW-Aw&iflsig=ALs-wAMAAAAAYTE8D5b9mZVXgVnV5I7Kep3I45vM8gCG&oq=change&gs_lcp=Cgdnd3Mtd2l6EAMyCAgAEIAEELEDMggIABCABBCxAzILCAAQgAQQsQMQgwEyBQgAEIAEMggIABCABBDJAzIFCAAQkgMyCAguEIAEELEDMg4ILhCABBCxAxDHARDRAzIICAAQgAQQsQMyCAgAEIAEELEDOhQILhCABBCxAxCDARDHARDRAxCTAjoRCC4QgAQQsQMQgwEQxwEQowI6DgguEIAEELEDEMcBEKMCOhEILhCABBCxAxCDARDHARDRAzoRCC4QgAQQsQMQxwEQowIQkwI6FAguEIAEELEDEIMBEMcBEKMCEJMCOgsIABCABBCxAxDJAzoOCAAQgAQQsQMQgwEQyQNQmwVYtwlg2QtoAHAAeACAAWSIAfwDkgEDNS4xmAEAoAEB&sclient=gws-wiz&ved=0ahUKEwiStO7giuHyAhWhRDABHaCYBc8Q4dUDCAo&uact=5> [Accessed 2 September 2021].

In-text: (Sinek, 2011)

Your Bibliography: Sinek, S., 2011. Start with why. London: Portfolio Penguin, pp.37-51,154-171.

...theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management.

In-text: (Todnem, 2005)

Your Bibliography: Todnem, R., 2005. Organisational change management: A critical review. Journal of Change Management, [online] 5(4), pp.369-380. Available at: <http://web.a.ebscohost.com.ezproxy.mdx.ac.uk/bsi/detail/detail?vid=0&sid=fe1e50f1-d69d-4bdf-9702-f24564153087%40sdc-v-sessmgr01&bdata=JkF1dGhUeXBlPXNzbyZzaXRlPWJzaS1saXZl#AN=19302075&db=buh> [Accessed 8 June 2020].

...theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management.

In-text: (Todnem, 2005)

Your Bibliography: Todnem, R., 2005. Organisational change management: A critical review. Journal of Change Management, [online] 5(4), pp.369-380. Available at: <http://web.a.ebscohost.com.ezproxy.mdx.ac.uk/bsi/detail/detail?vid=0&sid=fe1e50f1-d69d-4bdf-9702-f24564153087%40sdc-v-sessmgr01&bdata=JkF1dGhUeXBlPXNzbyZzaXRlPWJzaS1saXZl#AN=19302075&db=buh> [Accessed 8 June 2020].

In-text: (Van De Ven and Sun, 2011)

Your Bibliography: Van De Ven, A. and Sun, K., 2011. Breakdowns in implementing models of organization change, The Academy of Management Perspectives. [online] MDX Library. Available at: <https://mdx.primo.exlibrisgroup.com/discovery/fulldisplay?docid=gale_ofa267864968&context=PC&vid=44MUN_INST:hendon&lang=en&adaptor=Primo%20Central> [Accessed 8 June 2020].

In-text: (Van De Ven and Sun, 2011)

Your Bibliography: Van De Ven, A. and Sun, K., 2011. Breakdowns in implementing models of organization change, The Academy of Management Perspectives. [online] MDX Library. Available at: <https://mdx.primo.exlibrisgroup.com/discovery/fulldisplay?docid=gale_ofa267864968&context=PC&vid=44MUN_INST:hendon&lang=en&adaptor=Primo%20Central> [Accessed 8 June 2020].

In-text: (Van Ulbrich, 2020)

Your Bibliography: Van Ulbrich, G., 2020. Igniting a SPARK - embedding a sales academy into an organization. [online] International Journal Of Sales Transformation. Available at: <https://www.journalofsalestransformation.com/igniting-a-spark/> [Accessed 26 September 2020].

In-text: (Van Ulbrich, 2020)

Your Bibliography: Van Ulbrich, G., 2020. Igniting a SPARK - embedding a sales academy into an organization. [online] International Journal Of Sales Transformation. Available at: <https://www.journalofsalestransformation.com/igniting-a-spark/> [Accessed 26 September 2020].

In-text: (Van Ulbrich, 2020)

Your Bibliography: Van Ulbrich, G., 2020. Introducing a New Model for Personal Change: The SCARED-SO WHAT™ Change Model. [online] Change Management Review - Actionable Insights For Change. Available at: <https://www.changemanagementreview.com/introducing-a-new-model-for-personal-change-the-scared-so-what-change-model/> [Accessed 26 September 2020].

In-text: (Webster, 2021)

Your Bibliography: Webster, M., 2021. Definition of CHANGE. [online] Merriam-webster.com. Available at: <https://www.merriam-webster.com/dictionary/change> [Accessed 2 September 2021].