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Making Sense of Change Management. A complete guide to the models, tools and techniques of organizational change 6th Edition Esther Cameron
‘Thank you for not turning from the polycrisis facing us. This new edition is willing to look deeply into the inner changes needed to enable us to take positive action in the world. Drawing on multiple sources, it provides practical suggestions for leaders and individuals to enhance and leverage our capacities to effect global action at every level, on behalf of all life.’
Hilary Bee, Facilitator at Time to Breathe, poet and author of Enter Here Beloved
‘Making Sense of Change Management has become something of a reliable best friend over the years: practical, thorough, reflective and, most of all, useful as a complete guide to all facets of change management. The sixth edition includes useful, topical chapters on the external and internal processes of moving towards a sustainable future for the generations to come, arguably the most important challenge that we face in our current times. At heart, it wisely retains what has made it so successful over the years: the sheer depth and breadth of its coverage of the field. For me, it remains the go-to book when I want to expand my thinking, reflect on practical implementation or as a comprehensive refresher across the field.’
Bob Gorzynski, Founder, Voices of Connection, author of The Strategic Mind, teacher and facilitator
‘This book has long provided an invaluable toolkit for any change leader. The latest edition equips change leaders to not only increase effectiveness, productivity or profitability but also to lead their organization to be part of the solution and not the problem as we seek to overcome the polycrisis society is now facing. By adopting the ecosystem as a guiding metaphor, it powerfully argues that change leaders now need to work on their inner transformation if they are to effectively lead this outer transformation. I highly recommend this book to anyone who wants to make a positive difference to their organization and our society.’
Terence Sexton, Director, Aqumens Consulting and author of Consciousness Beyond Consumerism
‘Whether you are overwhelmed by the speed of change expected of you, daunted by the prospect of leading the change that is necessary, or aware of the complexity of change required to meet your goals in these challenging times, this is the resource you need. This revised edition is comprehensive, deeply informed, accessible, practical and visionary. It makes sense of what can seem incomprehensible and makes possible what feels insurmountable.’
Lynne Tarrab-Snooks, Co-founder of The Thrive Approach, academic consultant and life coach
‘This delightful book offers leaders and those who work within change management and coaching a wonderful gift of support in today’s challenging and traumatized world. The authors unequivocally lay out some of the challenges ahead in leadership at both the micro and macro level. They prompt us to reflect on the complex systems we are part of and the sustainability of these in relation to the world, planet and humane crisis we are living in. I particularly appreciate this new edition of the book bringing forward the need for regenerative principles to guide our work as leaders.’
Helen-Jane Ridgeway, integrative psychotherapist, Clinical Director Tamalpa-UK, trauma awareness consultant and coach for organizations
‘As the world becomes more VUCA, both outside and inside our businesses, change management will only make sense through a regenerative lens. Cameron and Green offer profound insights into how we just might engage business in this regenerative journey towards a viable planet, sharing innovative approaches from some of the most forward thinkers as well as experience from pioneering regenerative organizations.’
William Adeney, management consultant/accompanier, Managing Director of Shipped by Sail and Co-founder, Wessex Green Hub
‘Certainly the most challenging change to manage is a change in paradigm. Yet that’s what we are awakening to in the first half of the twenty-first century: not just an era of change, but a change in era. Making Sense of Change Management offers a practical guide to help us not simply manage this change, but to dance with change!’
John Fullerton, Founder of Capital Institute
‘In these times of polycrisis, this updated and revised edition offers a compelling and urgent message to change agents, change managers and change makers: “business as usual” is not an option.’
Liz Goold, OD practitioner, leadership coach, mediator and facilitator of Citizens’ Assemblies
Making Sense of Change Management
A complete guide to the models, tools and techniques of organizational change
Esther Cameron Mike Green
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the authors.
First published in Great Britain and the United States in 2004 by Kogan Page Limited Sixth edition published in 2024
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:
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Kogan Page books are printed on paper from sustainable forests.
The rights of Esther Cameron and Mike Green to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
ISBNs
Hardback 978 1 3986 1288 4
Paperback 978 1 3986 1285 3
Ebook 978 1 3986 1286 0
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Control Number
2023949517
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Print production managed by Jellyfish
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CONTENTS
About this new edition ix
Preface: Twenty years on xi
Introduction 1
PART ONE The underpinning theory 9
01 Individual change 11
Introduction 11
Learning and the process of change 12
New perspectives on learning 17
The behavioural approach to change 19
The cognitive approach to change 24
The psychodynamic approach to change 30
The humanistic psychology approach to change 40
Personality and change 49
Managing change and resistance to change in self and others 52
Summary and conclusions 63
02 Team change 66
Introduction 66
What is a group and when is it a team? 67
Why we need teams 68
The types of organizational teams 69
How to improve team effectiveness 76
What team change looks like 79
The leadership issues in team change 84
Team dysfunctions 87
How individuals affect team dynamics 90
How well teams initiate and adapt to organizational change and build resilience 94
Team resilience 97
Summary and conclusions 102
03
Organizational change 105
How organizations really work 106
Frameworks for organizational change 115
Summary and conclusions 140
04 Leading change 145
Introduction 145
Dimensions of leadership 145
Leadership qualities and skills 167
Leading change processes: stages, phases and flow 182
Sustaining yourself as a leader through change 197
Summary and conclusions 204
05 The change agent 207
Introduction 207
Models of change agency 207
The consulting process 210
Change agent tools and frameworks 218
Competencies of the change agent 227
Deeper aspects of being a change agent 233
Summary and conclusions 248
PART TWO The applications 251
06
Restructuring 259
Reasons for restructuring 260
The restructuring process 261
Restructuring from an individual change perspective: the special case of redundancy 282
Enabling teams to address organizational change 286
Conclusion 288
07 Mergers and acquisitions 293
The purpose of merger and acquisition activity 293
Lessons from research into successful and unsuccessful mergers and acquisitions 299
Applying the change theory: guidelines for leaders 312
Summary 321
08 Culture and change 323
Introduction 323
Perspectives on culture 325
How do we get a specific culture in the first place? 327
Values – the key to understanding culture 334
Facilitating culture change 338
Shifting sands of culture 352
Summary of key principles of cultural change 353
09
Becoming a sustainable business 357
Introduction 357
Climate breakdown – the need for increased sustainable development and corporate social responsibility 360
Developing a sustainable strategy 365
Frameworks to enable shifts in thinking about sustainability 371
Becoming a sustainable organization 379
Leadership for sustainability 385
Sustainability and the change agent 394
Summary 399
10
Regenerating business for a viable planet 402
Introduction 402
Understanding the wider context 404
Living system dynamics – breakdown and breakthrough 410
Re-visioning business 416
Navigating complexity for dynamism and renewal 424
Using regenerative design principles 431
Regeneration in action 439
Evolving as a regenerative leader and change maker 446
Summary 453
11 The alchemy of inner and outer transformation 457
Introduction 457
Facing into the shocking reality 460
Resetting your principles, skills, thinking and being 465
Enacting and embodying your inner reset in the world – where the alchemy happens 474
Living with eco-anxiety 496
Summary 503
Conclusion 507
Acknowledgements for previous editions 509 References and further reading 511 Index 541
Additional online resources can be accessed at: www.koganpage.com/mscm
ABOUT THIS NEW EDITION
When we wrote the first edition of Making Sense of Change Management back in 2004 it came out of a heartfelt wish to publish a book that contained all the best ways of seeing, understanding and cultivating change in organizational settings – for students, change consultants, clients and for ourselves. We thought we’d achieved this pretty well, and were really pleased with the finished product and peoples’ responses. We had no idea back then that the book would become so successful over such a long period.
It’s interesting to reflect back on our four editions since then. Over the years we’ve introduced new chapters in pace with the shifting demands on organizations, and the development of new leadership approaches. These chapters focused on: complexity, the right way to manage change (2009); the change agent, leading change in uncertain times (2012); project and programme-led change (2015); and digital transformation, becoming a sustainable business (2020).
Now, 20 years on, our focus has sharpened even more. Cutting to the chase: we all know that planet Earth is in enormous trouble environmentally, societally and economically, yet we are all having great difficulty truly taking that in, and finding a good part to play in this unfolding situation.
Mike and I are now older, maybe a little wiser, and definitely a lot more sanguine about what is going on in the world. We’re also feeling less willing to expend energy on things that don’t have true value. So we have chosen to hone in on three specific things in our 20-year edition by writing one new section and two new chapters:
● Preface: Twenty years on – where are we all now in comparison to then, what’s going on in business, and what’s now needed in the world of change management?
● Chapter 10: Regenerating business for a viable planet – how can business and organizations generally bring true value to the planet in a time of disruption and potential collapse?
● Chapter 11: The alchemy of inner and outer transformation – how can each one of us find a way to engage with the effects and uncertainty of the unfolding polycrisis?
You might notice that Mike and I are each using a more personal style of writing for our new chapters 10 and 11 in this 6th edition. This reflects our complementary individual styles and journeys, and is founded on our deepening connection around work and life.
We have included several smaller-scale updates to many of the remaining chapters to bring them up to date, and all the chapters that we’ve needed to extract over the years are now available online as a resource.
Huge thanks as ever to Duncan, Helen and Cara for companionship and love through the writing of this edition. Also particularly to Carl Jackson, Jenny Mackewn and Terry Sexton for thoughtful and inspiring feedback on drafts; it’s such a wonderful thing for people to give their time so generously and to read so many words. Thank you, thank you.
Deep thanks also go to Anne-Marie Heeney from Kogan Page, who read everything and shepherded us so calmly, competently and kindly through the process. Also many thanks to all the Schumacher Regenerative collective of 2023, alumni and faculty of Capital Institute’s very first Regenerative Economics programme, and also all who were part of Schumacher’s Co-creating the Emerging Future programme.
Additionally, so much appreciation to you, our readers, who continue to inspire (and sometimes frustrate) us with your feedback, comments and questions, all of which we have attempted to respond to over the years. Please do keep this coming! If you’d like support, a chat or just to quietly contemplate alongside us about anything you read in this edition, please do be in touch. Mike can be found at his easel, in the garden in Wiltshire or Devon, and via mike@transitionalspace.co.uk or on LinkedIn. Esther will very likely be walking along or swimming in the River Dart not far from her new-found South Devon home, just outside Totnes. Please connect with her on LinkedIn or email estheranncameron@gmail.com.
Finally, we’d like to register deep gratitude for Earth’s abundance, for all the joy and beauty that we’ve experienced, and all the material resources that we have benefitted from over the last 20 years. May we all come to our senses, reverse the troubling trends, restore what can be restored, relinquish what we need to let go of and show up with courage in relation to who and what we love.
Esther Cameron
Mike Green July 2023
PREFACE: TWENTY YEARS ON
Where are we now?
It feels appropriate for this sixth edition, 20 years on from initial publication, to do some scene-setting and to set out our particular perspective on how things are in the world as we write, given that there is much to be concerned about, and a good deal of controversy about how best to respond. We have reached our own understanding about the current context, and in key places in the book we share this and offer our thoughts and suggestions about priorities going forward for the economy, for business and for change practitioners.
So this section attempts to give a first pass, high-level view on where things are and what these priorities might be, according to us and to those whose thinking and research we have engaged with. We do this by answering the three questions below:
● What do we see happening in the wider context?
● What do we sense this means for the wider economy, for organizations and for change practitioners?
● What are our intentions for this edition of the book?
What do we see happening in the wider context?
Most people now agree that our current way of living is absolutely not sustainable. That was not the case 20 years ago when we started writing this book, although there were certainly people in that camp.
We now have crises of energy, environment, climate, economic inequality, and we’ve been experiencing the impacts of both Covid-19 and Russia’s war on Ukraine. There are now multiple tangible effects of these crises, some of which are more talked about and understood than others. Our agricultural and food systems cannot keep up with demand, and the global climate breakdown is well underway with sea temperatures rising, forest fires raging, and floods and biblical weather regular events for many people. Our seas and rivers are polluted, our biodiversity is breaking down, inequality is rising, our political systems are in trouble, our bodies are getting sicker, our mental health levels are declining…
Among the things that aren’t well understood, in our view, are:
● the rate of breakdown;
● what breakdown actually means in these large, sometimes brittle and inflexible, non-resilient interconnected systems;
● how soon we need to act; and
● how delaying action multiplies the problems for us, and for the generations who come after us.
And then when all of that is understood, it’s not clear what role each of us can realistically play in digging us out of these multi-layered problems; it seems too worrying and too big to even consider. Life is already sufficiently stressful and taxing for many of us, particularly those in poorer, more fragile countries, and for all those with little power, assets or influence.
We, the authors, see the challenge ahead for anyone involved in the world of business, management and leadership as having six key dimensions:
● the challenge of educating ourselves, i.e. examining the data and arguments regarding what’s happening in the wider context, and forming our own perspective;
● the challenge of continuing to stay aware and connected with how things are evolving locally and globally;
● the challenge of maturing as human beings, from being self-oriented and/or unaware of the self-images we are still propping up, to becoming more open, more loving, more vital and more able to play our part in the living systems we are already part of and dependent on;
● the challenge of standing up for what we believe in and care about, when many around us are still caught in old paradigms and out-of-date ideologies;
● the challenge of participating in the world, together, in an ethical way, which means valuing what’s conducive to life, and equitably co-creating the conditions that support this, rather than continuing to exploit or damage this; and
● the challenge of truly valuing self and community care: valuing care in all its facets, for others, for ourselves, for the land, for the biosphere, for our community.
There are multiple videos, papers, blogs, podcasts and books to help each one of us understand what’s going on in these complex systems that we live in and depend on. Each of us needs to grapple with this subject, both alone and together, and to explore what’s really true – so that we can each act responsibly, within the limits of our situation, in the face of this state of affairs as it evolves. This is scary stuff, and it’s easy to get diverted from this task onto something more pleasurable, easier or more immediately gratifying. That’s only human of course, but we do have a deeper capacity to stick with it – particularly when we join together with like-minded others and mutually take good care; that is surely the only possible responsible choice.
Polycrisis
– what’s really going on, and how worried should we be?
The word polycrisis entered our global vocabulary following the Covid-19 pandemic colliding with Russia’s invasion of Ukraine, all of which landed in a global system that was already depleted, fragmented and inflexible, and gave rise to multiple disruptions. This word is now being used to describe the current situation (WEF, 2023).
This word polycrisis refers to the number of complex, simultaneous, interdependent, interconnected crises happening around the globe, with the potential to interact such that the overall impact exceeds the potential effects of each one (cascadeinstitute. org). Below we identify the structural forces already reducing the overall level of thriving across the biosphere:
● the accelerated use of fossil fuels enabling massive population growth and consumption growth, without sufficient ethics, awareness or responsibility-taking;
● multiple parallel and interconnected crises in climate, biodiversity, soil quality, water quality; ongoing and deepening depletion of resources (renewable and nonrenewable); and ever-increasing pollution of our seas and bodies;
● erosion of resilience of our core, shared, human survival systems: water, energy, food organizations dominated by extractive interests and/or starved of necessary funds, and not serving the public;
● accelerating technology disruptions: in particular increasingly addictive and fragmenting social media, and use of artificial intelligence (AI) skewing global agendas and exploiting people/resources;
● disease and other accelerating health issues;
● social and political fragmentation at local, regional and national levels;
● the real needs and expectations of populations being expressed/suppressed, together with decreasing trust in governments, elites and each other;
● inequalities between and within states: some can and will adapt to the above, and some are unable to for all sorts of reasons.
STOP AND MAKE SPACE
This is a lot to take in of course, and it can seem relentless and depressing to see it all together on a page. So take a deep breath, feel your feet on the ground and look around you at the room you’re in. You are still here and you are still breathing. If you’re still feeling a little ‘spaced out’, check the date, where you are, who else is around. Maybe go and say hello. This is grounding and valuable.
It’s difficult to consider the future in this way. Some people think that it’s better to focus on progress and the good things that are happening. We will get onto that, for sure. Life is a glorious thing, and it is great to be alive! And there is so much that is healthy, courageous and transformative already happening to help change things, yet it is hard work for those businesses and those leaders and the old ways are so culturally hard-wired. So this Part Zero is more about understanding why we’re in this state, what the structural elements and the dynamics of it are, and how these things are interconnected.
We believe we all need to stop passively watching the destruction of our planet. It’s worth the pain of actually seeing what’s happening so that we can move more into compassionate being and acting. We believe this deeply.
So as well as reading this section, we also recommend you have a look at one or two of the following reports/books listed here, which will help you to find out more background. You don’t have to read the whole of every report – maybe just look at the summaries and initially a few sections that draw you in:
The IPCC report (Intergovernmental Panel on Climate Change) – good, authentic, verified data and risks in relation to climate, www.ipcc.ch/report/sixth-assessmentreport-cycle/
Miller, A and Heinberg, R (2023) Welcome to the Great Unraveling. These highly respected authors set out their sense of how we got to this point, how various crises and breakdowns in our global systems are connected, and how we need to respond to all this. Beautifully clear without claiming that the answers are known, www.postcarbon.org/publications/welcome-to-the-great-unraveling/
Bendell, J (2023) Breaking Together: A freedom- loving response to collapse. Dedicated and heartful professor of sustainability leadership Bendell founded the Deep Adaption group after writing an academic paper about the environmental crises. His latest book is the culmination of two years of research, clarifies how the collapse has already begun, and urges us to all live more courageously and creatively. Essential reading if you can stay with it; it’s also important you find soulful companions to talk to about your responses to what you learn.
Two more functionally oriented risk-related reports, which set out predictions, and say this is the time to act:
National Intelligence Council (US) (2021) Global Trends 2040, www.dni.gov/files/ ODNI/documents/assessments/GlobalTrends_2040.pdf
World Economic Forum (2023) Global Risks Report 2023, www.weforum.org/ reports/global-risks-report-2023/digest
What do we sense this means for the wider economy, for organizations and for change practitioners?
In our view, and the view of many others who have examined this in depth (Fullerton, 2015; Raworth, 2017; Wahl, 2016; Buckminster Fuller, 1969) the wider economy needs a complete re-frame towards becoming a system that respects life (human and planetary). This will take considerable effort, focus, leadership and consensus. This work has already begun in places, but needs more people to bring their heft, heart and intelligence to it (see Chapters 9, 10 and 11 for more on this, and the different forms this work can take).
This reframe means businesses, banks, investors and other economic institutions moving away from extractive, or ‘sustainably extractive’, business models, towards ways of running business that actively create the conditions conducive to healthy ecosystems, healthy people and healthy communities.
The work of John Fullerton (2015) on describing the central parameters of Regenerative Economics is helpful and potent, the eight tenets of which are listed in the box below. This work still requires huge political change, and will also require ongoing, improvised, powerful and peaceful forms of activism, to remind everyone of the urgency.
How do you build regenerative vitality? Here are eight key principles to guide all activity (more on this in Chapter 10):
● Co-create lively, convivial relationships.
● View wealth holistically: there are many types of value beyond financial wealth, e.g. social, cultural, knowledge, etc.
● Ensure that all agents can be, and know how to be, innovative, adaptive, responsive.
● Enable empowered participation: this affects ownership, governance, purpose, strategy…
● Honour community and place, not only the organization’s communities and places, but all the communities and places impacted by the work of the organization.
● Seek out edge effect abundance: recognize that emergence happens more easily out on the fringes of organizations, where old paradigms have less control.
● Design for robust circulatory flow, so that healthy iterative processes can happen and resources get to where they are needed.
● Seek balance in all processes: for example balance speed with patience, balance efficiency with resilience, balance growing with fading, balance encouraging with disrupting (Fullerton, 2015).
For organizations, we anticipate a few themes being important as the context and the criticality of acting becomes more visible to leaders (see Chapter 10 for more on these):
● Focusing on building Resilience as regards finances, people systems/networks, collective consciousness, equity, supply chains, resources, waste/outputs, impact.
● Relinquishing what’s not ethical, sustainable or conducive to life and liveliness within the organization and within the systems with which it interacts.
● Radically Redesigning processes in relation to a deeper organizational purpose.
● Renewing the organization through envisaging a sustainable, regenerative (vital) future, sharing values and intentions, and co-creatively back-casting to map the steps to take from here.
For change practitioners and change leaders, this probably means:
● Learning about system resilience and helping teams to pinpoint where focus is needed to strengthen or redesign.
● Understanding where de-growth is necessary, and what needs to be let go of in terms of ways of working that are degenerative or unsustainable.
● Determining exit ramps for moribund (even if profitable) practices, and new ‘probes’ or experiments for fresh, regenerative workstreams or operating models.
● Supporting teams to step back and envision the future alongside customers and new partners; finding ways to interrupt your own thinking rather than following old patterns; encouraging diversity and inclusivity to deepen and widen the mix of voices; focusing on what people value and what actually is ‘value’ in all its forms, way beyond profit.
● Encouraging practices that support self-organization, emergence, the formation of novel network ties, conversations about what people care about (particularly at system boundaries).
See Chapter 10 for more on all of this.
This is also likely to mean change practitioners heading into difficult territory, where there are ethical and moral questions to answer, particularly given that profit and growth imperatives are so baked into many organizational cultures. There will be conflicts and tough decisions to make, especially if the industry you are working in is extractive or degenerative in some way, externally and/or internally. This context is also full of unknowns, so hanging onto ‘best practice’ can lead you to the wrong course of action entirely. This means there will be a need for change practitioners to let go of some old ways of being and operating, and to start to allow themselves to speak and act based on their intuition, sensing and gut feeling. There will also be a need to continue to loop around issues, rather than relying on decision
making, followed by linear-looking plans/solutions (see more in Chapter 10 about new forms of leadership) – but then a lot of change practitioners are already experiencing that, we hear.
Interestingly, to us as the authors at least, Making Sense of Change Management has never been about spoon-feeding you the ‘best way of managing change’ but has always, right from the first edition, suggested that you use the models, tools and techniques presented as a starting point for you to map your own change journey based on your own unique circumstances, always nestled within the prevailing context.
What are our intentions for this edition of the book?
Given the current context, and the urgency for business and change practitioners and leaders to take responsibility now and act ethically and wisely, we want to be explicit about our aims in this respect, for this book and beyond.
These are as follows:
● to refocus change management and change leadership for the Anthropocene, in light of what’s now referred to as the polycrisis;
● to recognize that traditional change management has an important place in the world too, preserving and updating vital systems that need to be conserved and improved, progressing projects that can be relatively easily mapped out;
● to encourage change managers and change leaders to see beyond best practice and efficient implementation towards new visions and a new type of leadership for the future based on resilience, community and regenerative practices (see Chapter 10);
● to encourage you to make up your own mind and take responsibility for what you do/how you are in this evolving global context, and to allow yourself to enter into the deeper alchemy of change between you and the world;
● to question what a business/organization actually is, and what and whom it serves – and how this could develop in a way that serves and helps regenerate rather than damage the planet, i.e. is regenerative by design;
● to allow space for the possibility that it’s too late now to halt the global temperature rise, and there are dark times ahead, and to talk about what that means for us all and how we might need to approach change and life from hereon in;
● to carry on the conversation beyond this book… and inspire others to take this work on (somehow).
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INTRODUCTION
I balance on a wishing well that all men call the world. We are so small between the stars, so large against the sky, and lost amongst the subway crowd I try to catch your eye.
This book is about making sense of change management. The world we live in continues to change at an intense rate. Not a day goes by, it seems, without another important discovery or boundary-pushing invention in the scientific fields. The economics of globalization seems to dominate much of our political and corporate thinking, while the shadow side of globalization – war, climate breakdown, refugees seeking a safe place, exploitation, terrorism and the like – develops at an equally alarming pace.
Leonard Cohen
The rate of change, apparent progress and discovery outpaces our individual ability to keep up with it. The organizations we work in or rely on to meet our needs and wants are also needing to change dramatically, in terms of their strategies, their structures, their systems, their boundaries and of course how they work with their staff, managers and stakeholders in response to the world’s expectations and the requirements upon business to be part of the repair and renewal the planet now needs, rather than to make the situation worse.
Who this book is aimed at
Making Sense of Change Management is aimed at anyone who wants to begin to understand why change happens, how change happens and what needs to be done to make change a more useful and successful process. In particular we hope that leaders and managers in organizations might appreciate a book that does not give them the one and only panacea, but offers insights into different frameworks and ways of approaching change at an individual, team and organizational level.
We are mindful of the tremendous pressures and priorities of practising managers –in both the private and the public sectors – and Making Sense of Change Management is our attempt at making their lives that little bit easier, as well as normalizing the stresses and difficulties. It is also our attempt at convincing them that addressing the issues that cause change to be so poorly managed in organizations will lead to more satisfying experiences for all involved.
Framework: an essential supporting structure
Model: a simplified description of a system
Tool: a thing used in an occupation or pursuit
Technique: a means of achieving one’s purpose
Students of learning – be they MBA or MSc programme members, or individuals who just want to do things better – will hopefully find some models, tools and techniques that bridge the gap between the purely academic and the more pragmatic aspects of management theory and practice. The intention is to help them to make some sense of the changes that they will undergo, initiate and implement.
The basic content of the book
We focus our attention on individual, team and organizational change with good reason. Many readers will be grappling with large-scale change at some point, which might be departmental, divisional or whole organizational change. Whatever the level or degree of organizational change, the people experiencing this are individual human beings. It is the people, not simply the technology or the processes, that enable change to be a success or a failure. Without looking at the implications of change on individuals we can never really hope to manage large-scale change effectively.
In addition, one of the themes of organizational life over recent years has been the ascendancy of the team. Much of today’s work is organized through teams and requires team collaboration and teamworking for it to succeed. Very little has been written about the role of teams in organizational change, and we have attempted to offer some fresh ideas mixed with some familiar ones.
A thread running through the book is the crucial role of leadership. If management is all about delivering on the fundamentals, then leadership is all about adapting to
Concise Oxford Dictionary
and envisaging/inventing the future. There is a specific chapter on leadership, but you will find the importance of resilient and effective leadership arising throughout.
In some respects the chapters on individual, team and organizational change, together with the chapters on leadership of change and the change agent, are freestanding and self-contained. However, we have also included application chapters where we have chosen a number of types of change, some of which, no doubt, will be familiar to you. These chapters aim to provide guidelines, case studies and learning points for those facing specific organizational challenges. Here the individual, team and organizational aspects of the changes are integrated into a coherent whole.
For the sixth edition we have written a new section (‘Twenty years on’) and two new chapters – ‘Regenerating business for a viable planet’ and ‘The inner and outer alchemy of change’: both critical in their different ways. Some of the old chapters have gone and can be accessed online.
Why explore different approaches to change?
Managers in today’s organizations face some bewildering challenges. Paul Evans (2000) said that 21st-century leadership of change issues is not simple; he saw modern leadership as a balancing act. He draws our attention to the need for leaders to accept the challenge of navigating between opposites. Leaders have to balance a track record of success with the ability to admit mistakes and meet failure well. They also have to balance short-term and long-term goals, be both visionary and pragmatic, pay attention to global and local issues and encourage individual accountability at the same time as enabling teamwork.
It is useful to note that while some pundits encourage leaders to lead rather than manage, Paul Evans is emphasizing the need for leaders to pay attention to both management and leadership. See the box below for a list of paradoxes that managers at LEGO are asked to deal with.
The 11 paradoxes of leadership that hang on the wall of every LEGO manager
● To be able to build a close relationship with one’s staff, and to keep a suitable distance.
● To be able to lead, and to hold oneself in the background.
● To trust one’s staff, and to keep an eye on what is happening.
● To be tolerant, and to know how you want things to function.
● To keep the goals of one’s department in mind, and at the same time to be loyal to the whole firm.
● To do a good job of planning your own time, and to be flexible with your schedule.
● To freely express your view, and to be diplomatic.
● To be a visionary, and to keep one’s feet on the ground.
● To try to win consensus, and to be able to cut through.
● To be dynamic, and to be reflective.
● To be sure of yourself, and to be humble.
SOURCE Evans (2000)
We believe that anyone interested in the successful management of change needs to develop the ability to handle such paradoxes. Throughout this book we offer a range of ideas and views, some of which are contradictory. We would urge you to try to create a space within yourself for considering a variety of perspectives. Allow your own ideas and insights to emerge, rather than looking for ideas that you agree with and discarding those you do not care for. It is highly probable that there is some merit in everything you read in this book!
With so many choices and so many dynamic tensions in leadership, how does a manager learn to navigate their way through the maze? We have developed a straightforward model of leadership that acts as a strong reminder to managers that they need to balance three key dimensions: see Figure 0.1.
Managers usually learn to focus on outcomes and tangible results very early on in their careers. This book is a reminder that while outcomes are extremely important, the leader must also pay attention to underlying emotions and the quality of relationships, and to the world of power, influence, diversity and inclusion, in order to sustain change and achieve continued success in the long term. Leaders of change need to balance their efforts across all three dimensions of an organizational change:
● outcomes: developing and delivering clear outcomes;
● interests: mobilizing influence, authority and power;
● emotions: enabling people and culture to adapt.
Leaders are at the centre of all three. They shape, direct and juggle them. One dimension may seem central at any time: for example, developing a strategy. However, leadership is about ensuring that the other dimensions are also kept in view. The three balls must always be juggled successfully.
In our experience, if you as leader or manager of change are unaware of what is happening (or not happening) in each of the three dimensions, then you will have ‘taken your eye off the ball’. Your chances of progressing in an effective way are diminished.
Figure 0.1 Three dimensions of leadership
Outcomes
Developing and delivering business outcomes
Organizational context
EmotionsInterests
Mobilizing influence, authority and power
Personal leadership
Enabling people and culture to adapt
SOURCE Developed by Mike Green, Andy Holder and Mhairi Cameron
The early chapters of this book give the reader some underpinning theory and examples to illustrate how people initiate change and react to change at an individual level, when in teams or when viewed as part of a whole organization. This theory will help managers to understand what is going on, how to deal with it and how to lead it with the help of others. The later chapters take real change situations and give specific tips and guidelines on how to tackle these successfully from a leadership point of view.
Overview of structure
We have structured the book principally in two parts. We start off with Preface: Twenty years on, a reflection on the past 20 years of change, the signs of climate and other breakdowns and the level of uncertainty that’s now present in many peoples’ lives, the way business has been responding or not, and key questions for change managers at this point.
Part One, ‘The underpinning theory’, comprises five chapters and aims to set out a wide range of ideas and approaches to managing change. Chapter 1 draws together the key theories of how individuals go through change and how to manage
them and their responses to change. Chapter 2 compares different types of team, and examines the process of team development and also the way in which different types of team contribute to the organizational change process and issues that might arise. Chapter 3 looks at a wide range of approaches to organizational change, using organizational metaphor to show how these are interconnected and related. Chapter 4 examines leadership of change, the different dimensions of this, qualities and skills that a leader needs to become a successful leader of change and how to lead change processes and sustain yourself throughout. Chapter 5 looks at the critical role and nature of the agent of change, both from a competency perspective and also from the use of the self as an instrument for change.
These chapters enable the reader to develop a broader understanding of the theoretical aspects of individual, team and organizational change, and to learn more about a variety of perspectives on how best to be a leader of change. This lays firm foundations for anyone wanting to learn about new approaches to managing change with a view to becoming more skilled in this area.
Part Two, The applications, focuses on specific change scenarios with a view to giving guidelines, hints and tips to those involved in these different types of change process. These chapters are illustrated with case studies and make reference to the models and methods discussed in Part One. Chapter 6 looks at organizational restructuring, why it goes wrong and how to get it right. Chapter 7 tackles mergers and acquisitions by categorizing the different types of activity and examining the learning points resulting from research into this area. Chapter 8 examines cultural change by looking at culture through a number of perspectives and asking the question as to how you might facilitate cultural change. Chapter 9 addresses the critical issue of how becoming a sustainable organization can help counter the impact of climate change. Chapter 10 helps readers get their heads and hearts around the topic of regenerative business. This ‘beyond sustainability’ way forward is already inspiring many businesses around the world. The chapter includes helpful frameworks, explanations, exercises and examples. Chapter 11 focuses on the inner change that each person needs to make to respond to the extreme challenges of climate change and related crises.
Please do not read this book from beginning to end in one sitting. It is too much to take in. We recommend that if you prefer a purely pragmatic approach you should start by reading Part Two. You will find concrete examples and helpful guidelines. After that, you might like to go back into the theory in Part One to understand the choices available to you as a leader of change.
Likewise, if you are more interested in understanding the theoretical underpinning of change, then read Part One first. You will find a range of approaches together with their associated theories of change. After that, you might like to read Part Two to find out how the theory can be applied in real situations.
Message to readers
We wish you well in all your endeavours to initiate, adapt to and thrive through change. We hope the book provides you with some useful ideas and insights, and we look forward to hearing about your models, approaches and experiences, and to your thoughts on the glaring gaps in this book.
THIS PAGE IS INTENTIONALLY LEFT BLANK
PART ONE The underpinning theory
All appears to change when we change.
Henri Amiel
Individual change is at the heart of everything that is achieved in organizations. Once individuals have the motivation to do something different, the whole world can begin to change. The conspiracy laws in the UK recognize this capacity for big change to start small. In some legal cases, the merest nod or a wink between two people seems to be considered adequate evidence to indicate a conspiratorial act. In some respects this type of law indicates the incredible power that individuals have within them to challenge existing power strongholds and alter the way things are done.
However, individuals are to some extent governed by the norms of the groups they belong to, and groups are bound together in a whole system of networks of people that interconnect in various habitual ways. So the story is not always that simple. Individuals, teams and organizations all play a part in the process of change, and leaders have a particularly onerous responsibility: that is, making all this happen.
We divided this book into two parts so that readers could have the option either to start their journey through this book by first reading about the theory of change, or to begin by reading about the practical applications. We understand that people have different preferences. However, we do think that a thorough grounding in the theory is useful to help each person to untangle and articulate their own assumptions about how organizations work and how change occurs. Do you, for instance, think that organizations can be changed by those in leadership positions to reach a predetermined end state, or do you think that people in organizations need to be
collectively aware of the need for change before they can begin to adapt? Assumptions can be dangerous things when not explored, as they can restrict your thinking and narrow down your options.
Part One comprises five chapters. These have been chosen to represent five useful perspectives on change: individual change, team change, organizational change, leading change and the role of the change agent. Chapter 1 draws together the four key approaches to understanding individual change. These are the behavioural, cognitive, psychodynamic and humanistic psychology approaches. This chapter also looks at the connection between personality and change, and how to enable change, develop resilience and manage any resistance in others when you are acting in a managerial role.
Chapter 2 identifies the main elements of team and group theory that we believe are useful to understand when managing change. This chapter compares different types of team, looks at the area of team effectiveness and examines the process of team development. The composition of the team and the effect this has on team performance are also examined, as well as the way in which different types of team contribute to the organizational change process. Team dysfunction and team resilience are also discussed.
Chapter 3 looks at a wide range of approaches to organizational change, using organizational metaphor to show how these are interconnected and related. Familiar and unfamiliar frameworks for understanding and implementing change are described and categorized by metaphor to enable the underpinning assumptions to be examined, and we give tips and guidance on how to use these frameworks.
Chapter 4 examines the leadership of change. We start by looking at the difference between management and leadership and the different ways of viewing leadership as a collection of approaches. This includes strategic leadership, emotionally intelligent leadership, collaborative leadership and mindful leadership. It also examines transformational leadership, the skills and qualities of successful leaders, leading change processes, leading ‘flow’ and sustaining yourself as a leader.
Chapter 5 looks at the role of the change agent, highlighting areas of competence needed and exploring the unique role that the agent of change plays in the change process, particularly what is going on inside for them, how they can use that to great effect, and how they might need help in the change process itself.
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TO STEW A SHOULDER OF VENISON.
Bone the joint, by the directions given for a shoulder of veal or mutton (see Chapter XI.); flatten it on a table, season it well with cayenne, salt, and pounded mace, mixed with a very small proportion of allspice; lay over it thin slices of the fat of a loin of wellfed mutton, roll and bind it tightly, lay it into a vessel nearly of its size, and pour to it as much good stock made with equal parts of beef and mutton as will nearly cover it; stew it as slowly as possible from three hours to three and a half or longer, should it be very large, and turn it when it is half done. Dish and serve it with a good Espagnole, made with part of the gravy in which it has been stewed; or thicken this slightly with rice-flour, mixed with a glass or more of claret or of port wine, and as much salt and cayenne as will season the gravy properly Some cooks soak the slices of mutton-fat in wine before they are laid upon the joint; but no process of the sort will ever give to any kind of meat the true flavour of the venison, which to most eaters is far finer than that of the wine, and should always be allowed to prevail over all the condiments with which it is dressed. Those, however, who care for it less than for a dish of high artificial savour can have eschalots, ham, and carrot, lightly browned in good butter added to the stew when it first begins to boil.
3-1/2 to 4 hours.
TO HASH VENISON.[92]
92 Minced collops of venison may be prepared exactly like those of beef; and venison-cutlets like those of mutton: the neck may be taken for both of these
For a superior hash of venison, add to three quarters of a pint of strong thickened brown gravy, Christopher North’s sauce, in the proportion directed for it in the receipt of page 295.[93] Cut the venison in small thin slices of equal size, arrange them in a clean saucepan, pour the gravy on them, let them stand for ten minutes or more, then place them near the fire, and bring the whole very slowly to the point of boiling only: serve the hash immediately in a hot-water dish.
93. Having been inadvertently omitted from its proper place, this receipt is transferred to the end of the present Chapter.
For a plain dinner, when no gravy is at hand, break down the bones of the venison small, after the flesh has been cleared from them, and boil them with those of three or four undressed muttoncutlets, a slice or two of carrot, or a few savoury herbs, and about a pint and a half of water or broth, until the liquid is reduced quite one third. Strain it off, let it cool, skim off all the fat, heat the gravy, thicken it when it boils with a dessertspoonful or rather more of arrow-root, or with the brown roux of page 107, mix the same sauce with it, and finish it exactly as the richer hash above. It may be served on sippets of fried bread or not, at choice.
TO ROAST A HARE.
[In season from September to the 1st of March.]
Hare trussed.
After the hare has been skinned, or cased, as it is called, wash it very thoroughly in cold water, and afterwards in warm. If in any degree overkept, or musty in the inside, which it will sometimes be when emptied before it is hung up and neglected afterwards, use vinegar, or the pyroligneous acid, well diluted, to render it sweet; then again throw it into abundance of water, that it may retain no taste of the acid. Pierce with the point of a knife any parts in which the blood appears to have settled, and soak them in tepid water, that it may be well drawn out. Wipe the hare dry, fill it with the forcemeat No. 1, Chapter VIII., sew it up, truss and spit it firmly, baste it for ten minutes with lukewarm water mixed with a very little salt; throw this away, and put into the pan a quart or more of new milk; keep it constantly laded over the hare until it is nearly dried up, then add a large lump of butter, flour the hare, and continue the basting steadily until it is well browned; for unless this be done, and the roast be kept at a proper distance from the fire, the outside will become so dry and hard as to be quite uneatable. Serve the hare when done, with good brown gravy (of which a little should be poured round it in the dish), and with fine red currant jelly. This is an approved English method of dressing it, but we would recommend in preference, that it should be basted plentifully with butter from the beginning (the strict economist may substitute clarified beef-dripping, or marrow, and finish with a small quantity of butter only); and that the salt and water should be altogether omitted. First-rate cooks merely wipe the hare inside and out, and rub it with its own blood before it is laid to the fire; but there is generally a rankness about it,
especially after it has been many days killed, which, we should say, renders the washing indispensable, unless a coarse game-flavour be liked.
1-1/4 to 1-3/4 hour.
ROAST HARE.
(Superior Receipt.)
A hare may be rendered far more plump in appearance, and infinitely easier to carve, by taking out the bones of the back and thighs, or of the former only: in removing this a very sharp knife should be used, and much care will be required to avoid cutting through the skin just over the spine, as it adheres closely to the bone. Nearly double the usual quantity of forcemeat must be prepared: with this restore the legs to their original shape, and fill the body, which should previously be lined with delicate slices of the nicest bacon, of which the rind and edges have been trimmed away. Sew up the hare, truss it as usual; lard it or not, as is most convenient, keep it basted plentifully with butter while roasting, and serve it with the customary sauce. We have found two tablespoonsful of the finest currant jelly, melted in half a pint of rich brown gravy, an acceptable accompaniment to hare, when the taste has been in favour of a sweet sauce.
To remove the back-bone, clear from it first the flesh in the inside; lay this back to the right and left from the centre of the bone to the tips; then work the knife on the upper side quite to the spine, and when the whole is detached except the skin which adheres to this, separate the bone at the first joint from the neck-bone or ribs (we know not how more correctly to describe it), and pass the knife with caution under the skin down the middle of the back. The directions for boning the thighs of a fowl will answer equally for those of a hare, and we therefore refer the reader to them.
STEWED HARE.
Wash and soak the hare thoroughly, wipe it very dry, cut it down into joints dividing the largest, flour and brown it slightly in butter with some bits of lean ham, pour to them by degrees a pint and a half of gravy, and stew the hare very gently from an hour and a half to two hours: when it is about one third done add the very thin rind of half a large lemon, and ten minutes before it is served stir to it a large dessertspoonful of rice-flour, smoothly mixed with two tablespoonsful of good mushroom catsup, a quarter of a teaspoonful or more of mace, and something less of cayenne. This is an excellent plain receipt for stewing a hare; but the dish may be enriched with forcemeat (No. 1, Chapter VIII.) rolled into small balls, and simmered for ten minutes in the stew, or fried and added to it after it is dished; a higher seasoning of spice, a couple of glasses of port wine, with a little additional thickening and a tablespoonful of lemon-juice, will all serve to give it a heightened relish.
Hare, 1; lean of ham or bacon, 4 to 6 oz.; butter, 2 oz.; gravy, 1-1/2 pint; lemon-rind: 1 hour and 20 to 50 minutes. Rice-flour, 1 large dessertspoonful; mushroom catsup, 2 tablespoonsful; mace, 1/3 of teaspoonful; little cayenne (salt, if needed): 10 minutes.
TO ROAST A RABBIT.
This, like a hare, is much improved by having the back-bone taken out, and the directions we have given will enable the cook, with very little practice, to remove it without difficulty. Line the inside, when this is done, with thin slices of bacon, fill it with forcemeat (No. 1, Chapter VIII), sew it up, truss, and roast it at a clear, brisk fire, and baste it constantly with butter. Flour it well soon after it is laid down. Serve it with good brown gravy, and with currant jelly, when this last is liked. For change, the back of the rabbit may be larded, and the bone left in, or not, at pleasure; or it can be plain roasted when more convenient.
3/4 to 1 hour; less, if small.
Rabbit for roasting.
TO BOIL RABBITS.
Rabbit for boiling.
Rabbits that are three parts grown, or, at all events, which are still quite young, should be chosen for this mode of cooking. Wash them well, truss them firmly, with the heads turned and skewered to the sides, drop them into sufficient boiling water to keep them quite covered until they are cooked, and simmer them gently from thirty to forty-five minutes: when very young they will require even less time than this. Cover them with rich white sauce, mixed with the livers parboiled, finely pounded, and well seasoned with cayenne and lemon-juice; or with white onion sauce, or with parsley and butter, made with milk or cream instead of water (the livers, minced, are often added to the last of these), or with good mushroom sauce.
30 to 45 minutes.
FRIED RABBIT.
After the rabbit has been emptied, thoroughly washed and soaked, should it require it to remove any mustiness of smell, blanch it, that is to say, put it into boiling water and let it boil from five to seven minutes; drain it, and when cold or nearly so, cut it into joints, dip them into beaten egg, and then into fine bread-crumbs, seasoned with salt and pepper, and when all are ready, fry them in butter over a moderate fire, from twelve to fifteen minutes. Simmer two or three strips of lemon-rind in a little gravy, until it is well flavoured with it; boil the liver of the rabbit for five minutes, let it cool, and then mince it; thicken the gravy with an ounce of butter and a small teaspoonful of flour, add the liver, give the sauce a minute’s boil, stir in two tablespoonsful of cream if at hand, and last of all, a small quantity of lemon-juice. Dish the rabbit, pour the sauce under it, and serve it quickly. If preferred, a gravy can be made in the pan as for veal cutlets, and the rabbit may be simply fried.
TO ROAST A PHEASANT.
[In season from the beginning of October to the end of January. The licensed term of pheasant shooting commences on the 1st of October, and terminates on the 2nd of February, but as the birds will remain perfectly good in cold weather for two or three weeks, if from that time hung in a well-ventilated larder, they continue, correctly speaking, in season so long as they can be preserved fit for table after the regular market for them is closed: the same rule applies equally to other varieties of game.]
Pheasant trussed without the head.
Unless kept to the proper point, a pheasant is one of the most tough, dry, and flavourless birds that is sent to table; but when it has hung as many days as it can without becoming really tainted, and is well roasted and served, it is most excellent eating. Pluck off the feathers carefully, cut a slit in the back of the neck to remove the crop, then draw the bird in the usual way, and either wipe the inside very clean with a damp cloth, or pour water through it; wipe the outside also, but with a dry cloth; cut off the toes, turn the head of the bird under the wing, with the bill laid straight along the breast, skewer the legs, which must not be crossed, flour the pheasant well, lay it to a brisk fire, and baste it constantly and plentifully with well flavoured butter. Send bread-sauce and good brown gravy to table with it. The entire breast of the bird may be larded by the directions of Chapter IX When a brace is served, one is sometimes larded, and the other not; but a much handsomer appearance is given to the dish by larding both. About three quarters of an hour will roast them.
3/4 hour; a few minutes less, if liked very much underdone; five or ten more for thorough roasting, with a good fire in both cases.
BOUDIN OF PHEASANT À LA RICHELIEU. (ENTRÉE.)
Take, quite clear from the bones, and from all skin and sinew, the flesh of a half-roasted pheasant; mince, and then pound it to the smoothest paste; add an equal bulk of the floury part of some fine roasted potatoes, or of such as have been boiled by Captain Kater’s receipt (see Chapter XVII.), and beat them together until they are well blended; next throw into the mortar something less (in volume) of fresh butter than there was of the pheasant-flesh, with a high seasoning of mace, nutmeg, and cayenne, and a half-teaspoonful or more of salt; pound the mixture afresh for ten minutes or a quarter of an hour, keeping it turned from the sides of the mortar into the middle; then add one by one, after merely taking out the germs with the point of a fork, two whole eggs and a yolk or two without the whites, if these last will not render the mixture too moist. Mould it into the form of a roll, lay it into a stewpan rubbed with butter, pour boiling water on it and poach it gently from ten to fifteen minutes. Lift it out with care, drain it on a sieve, and when it is quite cold cover it equally with beaten egg, and then with the finest bread-crumbs, and broil it over a clear fire, or fry it in butter of a clear golden brown. A good gravy should be made of the remains of the bird and sent to table with it; the flavour may be heightened with ham and eschalots, as directed in Chapter IV., page 96, and small mushrooms, sliced sideways, and stewed quite tender in butter, may be mixed with the boudin after it is taken from the mortar; or their flavour may be given more delicately by adding to it only the butter in which they have been simmered, well pressed, from them through a strainer. The mixture, which should be set into a very cool place before it is moulded, may be made into several small rolls, which will require four or five minutes’ poaching only. The flesh of partridges will answer quite as well as that of pheasants for this dish.
SALMI OF PHEASANT.
(See page 292.)
PHEASANT CUTLETS.
(See page 275 )
TO ROAST PARTRIDGES.
[In season from the first of September to the second of February, and as long as they can be preserved fit for table from that time.]
Partridge trussed.
Let the birds hang as long as they can possibly be kept without becoming offensive; pick them carefully, draw, and singe them; wipe the insides thoroughly with a clean cloth; truss them with the head turned under the wing and the legs drawn close together, not crossed. Flour them when first laid to the fire, and baste them plentifully with butter. Serve them with bread sauce, and good brown gravy, a little of this last should be poured over them. In some counties they are dished upon fried bread-crumbs, but these are better handed round the table by themselves. Where game is plentiful we recommend that the remains of a cold roasted partridge should be well bruised and boiled down with just so much water, or unflavoured broth, as will make gravy for a brace of other birds: this, seasoned with salt, and cayenne only, or flavoured with a few mushrooms, will be found a very superior accompaniment for roast partridges, to the best meatgravy that can be made. A little eschalot, and a few herbs, can be added to it at pleasure. It should be served also with boiled or with broiled partridges in preference to any other.
30 to 40 minutes.
Obs.—Rather less time must be allowed when the birds are liked underdressed. In preparing them for the spit, the crop must be removed through a slit cut in the back of the neck, the claws clipped close, and the legs held in boiling water for a minute, that they may be skinned the more easily.
BOILED PARTRIDGES.
This is a delicate mode of dressing young and tender birds. Strip off the feathers, clean, and wash them well; cut off the heads, truss the legs like those of boiled fowls, and when ready, drop them into a large pan of boiling water; throw a little salt on them, and in fifteen, or at the utmost in eighteen minutes they will be ready to serve. Lift them out, dish them quickly, and send them to table with white mushroom sauce, with bread sauce and game gravy (see preceding receipt), or with celery sauce. Our own mode of having them served is usually with a slice of fresh butter, about a tablespoonful of lemonjuice, and a good sprinkling of cayenne placed in a very hot dish, under them.
15 to 18 minutes.
PARTRIDGES WITH MUSHROOMS.
For a brace of young well-kept birds, prepare from half to three quarters of a pint of mushroom-buttons, or very small flaps, as for pickling. Dissolve over a gentle fire an ounce and a half of butter, throw in the mushrooms with a slight sprinkling of salt and cayenne, simmer them from eight to ten minutes, and turn them with the butter on to a plate; when they are quite cold, put the whole into the bodies of the partridges, sew them up, truss them securely, and roast them on a vertical jack with the heads downwards; or should an ordinary spit be used, tie them firmly to it, instead of passing it through them. Roast them the usual time, and serve them with brown mushroom sauce, or with gravy and bread sauce only. The birds may be trussed like boiled fowls, floured, and lightly browned in butter, half covered with rich brown gravy and stewed slowly for thirty minutes; then turned, and simmered for another half hour with the addition of some mushrooms to the gravy; or they may be covered with small mushrooms stewed apart, when they are sent to table. They can also be served with their sauce only, simply thickened with a small quantity of fresh butter, smoothly mixed with less than a teaspoonful of arrow-root and flavoured with cayenne and a little catsup, wine, or store sauce.
Partridges, 2; mushrooms, 1/2 to 3/4 pint; butter, 1-1/2 oz.; little mace and cayenne: roasted 30 to 40 minutes, or stewed 1 hour.
Obs.—Nothing can be finer than the game flavour imbibed by the mushrooms with which the birds are filled, in this receipt.
BROILED PARTRIDGE.
(Breakfast Dish.)
“Split a young and well-kept partridge, and wipe it with a soft clean cloth inside and out, but do not wash it; broil it delicately over a very clear fire, sprinkling it with a little salt and cayenne; rub a bit of fresh butter over it the moment it is taken from the fire, and send it quickly to table with a sauce made of a good slice of butter browned with flour, a little water, cayenne, salt, and mushroom-catsup, poured over it.” We give this receipt exactly as we received it from a house where we know it to have been greatly approved by various guests who have partaken of it there.
BROILED PARTRIDGE.
(French Receipt.)
After having prepared the bird with great nicety, divided, and flattened it, season it with salt, and pepper, or cayenne, dip it into clarified butter, and then into very fine bread-crumbs, and take care that every part shall be equally covered: if wanted of particularly good appearance dip it a second time into the butter and crumbs. Place it over a very clear fire, and broil it gently from twenty to thirty minutes. Send it to table with brown mushroom sauce, or some Espagnole.
THE FRENCH, OR RED-LEGGED PARTRIDGE.
This is dressed precisely like our common partridge, and is excellent eating if it be well kept; otherwise it is tough and devoid of flavour. It does not, we believe, abound commonly in England, its hostility to the gray partridge, which it drives always from its neighbourhood, rendering it an undesirable occupant of a preserve. It was at one time, however, plentiful in Suffolk,[94] and in one or two of the adjoining counties, but great efforts, we have understood, have been made to exterminate it.
94. Brought there by the late Marquis of Hertford, to his Sudbourne estate.
TO ROAST THE LANDRAIL OR CORN-CRAKE.
This delicate and excellent bird is in its full season at the end of August and early in September, when it abounds often in the poulterers’ shops. Its plumage resembles that of the partridge, but it is of smaller size and of much more slender shape. Strip off the feathers, draw and prepare the bird as usual for the spit, truss it like a snipe, and roast it quickly at a brisk but not a fierce fire from fifteen to eighteen minutes. Dish it on fried bread-crumbs, or omit these and serve it with gravy round it, and more in a tureen, and with well made bread sauce. Three or even four of the birds will be required for a dish. One makes a nice dinner for an invalid.
TO ROAST BLACK COCK AND GRAY HEN.
In season during the same time as the common grouse, and found like them on the moors, but less abundantly.
These birds, so delicious when well kept and well roasted, are tough and comparatively flavourless when too soon dressed. They should hang therefore till they give unequivocal indication of being ready for the spit. Pick and draw them with exceeding care, as the skin is easily broken; truss them like pheasants, lay them at a moderate distance from a clear brisk fire, baste them plentifully and constantly with butter, and serve them on a thick toast which has been laid under them in the dripping-pan for the last ten minutes of their roasting, and which will have imbibed a high degree of savour: some cooks squeeze a little lemon-juice over it before it is put into the pan. Send rich brown gravy and bread sauce to table with the birds. From three quarters of an hour to a full hour will roast them. Though kept to the point which we have recommended, they will not offend even the most fastidious eater after they are dressed, as, unless they have been too long allowed to hang, the action of the fire will remove all perceptible traces of their previous state. In the earlier part of the season, when warm and close packing have rendered either black game or grouse, in their transit from the North, apparently altogether unfit for table, the chloride of soda, welldiluted, may be used with advantage to restore them to a fitting state for it; though the copious washings which must then be resorted to, may diminish something of their fine flavour
