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Contents
List of Mini Case Studies
Guided Tour
Foreword
About the Authors
Acknowledgements
PART 1 THE IMPACT AND DEFINITION OF CHANGE
1 Introducing Change Management
The importance of change
The imperative of change
The impact of change
Change and transition management
Outline of the book
2 The Manager and the Objective Outsider
Change and the manager
The change agent or master
The objective outsider
What type of change agent is required?
The internal change agent: pros and cons?
The golden rules
The change agent’s approach to change
Summary
Points for discussion
Recommended reading
3 Cultural Attributes of Change
A 3-dimensional view of culture
Developing cultural building blocks
The cultural web
Culture and change
Summary
Recommended reading
4 Leading Change
What is leadership?
Change leader or leaders: the cast of characters
Summary
Recommended reading

PART 2 IMPLEMENTATION AND EVALUATION OF CHANGE
5 The Nature of Change
The role and selection of the problem owner
Locating change on the change spectrum
The TROPICS test
Force field analysis: a positioning tool
Success guarantors: commitment, involvement and a shared
perception
Managing the triggers
Summary
Recommended reading
6 Mapping Change
The role of diagramming in systems investigation
A review of basic flow diagramming techniques
Systems relationships: the key to success
Systems diagramming
Systems mapping
Influence charts
Multiple cause diagrams
A multi-disciplinary approach
Recommended reading
7 Intervention Strategies
What is a system?
Systems autonomy and behaviour
The intervention strategy
The three phases of intervention
The intervention strategy model (ISM)
The stages of ISM
The ‘quick and dirty’ analysis
The iterative nature of the model
Living with reality
Summary
Recommended reading
8 Total Project Management
The value of total project management

Complex projects
Total project management
Administrative and organizational points
Organizational development and design: their role in systems
interventions
Summary
Recommended reading
9 People Management
Why manage people?
We have met the enemy; it is us
The models we use are too limiting
Our organizations have no purpose
Managers lack the resolution to delegate
Organizations have no values
Summary
Recommended reading
10 Organization Development
The concept of design in organizations
Sorry, there are no route maps
Where does organization development come from?
McGregor and The Human Side of Enterprise
The Tavistock Institute and socio-technical systems
Motivation of the individual
Job and work design
Interpersonal relations
Participative management
The organization development model: how do organizations
develop effectively?
The organization development process
The organizational development matrix
Phases of an OD intervention
Guiding values and philosophy
Summary
Recommended reading
PART 3 CHANGE MANAGEMENT – A CRITICAL
PERSPECTIVE

11 Competing Narratives
Managing outcomes
Competing narratives: what are they?
Multiple subjective narratives
An interactive view of change
Reporting the case of the competing narrative
Summary
Recommended reading
12 Organizational Politics and Change
Defining organizational politics
Why do people engage in politics?
But is it ethical?
Uneasy bedfellows?
Applying ethics to turf game tactics – points and counterpoints
The politics of change – some case study evidence
Summary
Recommended reading
13 The Future of Change
Dealing with the future
Ten key factors in effective change management
References
Index

List of Mini Case Studies
3.1 Cultural Values – The John Lewis Partnership 56
6.1 Argyll and Clyde Health Board 115
6.2 GSK – Novartis 117
6.3 Caledonian Airmotive Ltd 119
6.4 Texstyle World 122
6.5 Caledonian Airmotive Ltd 123
6.6 5R Strategic Consultancy 125
6.7 Nokia 125
6.8 British Airports Authority 127
6.9 Southern General 128
8.1 Pharma 165
8.2 ‘Big Data’ 169
8.3 Web App 171
9.1 A New Telecoms Enterprise and Dictatorial Transformation 199
10.1 A Leading American Electronics Multinational’s Justification for a
$300,000 OD Training Programme 224
10.2 Participative Change 233

Foreword
Christopher Rodrigues CBE Chairman,
VisitBritain
A good hockey player plays where the puck is. A great hockey player
plays where the puck is going to be.
Wayne Gretzky, Canadian ice hockey player
We live in a world full of change. The ability to lead change even became a
platform on which the 2012 US Presidential Election was fought. Mastering
change management is a key skill for the twenty-first century and living with
change is a key survival skill.
This book addresses some of the key issues related to change from a
practical, hands-on and realistic perspective. It will help the reader
understand how to lead change, engage with change and survive change.
One of the key elements of change management about which we are all still
learning is how to achieve it on a global basis. While the desired outcomes
may be the same the world over the means of getting there can be very
different. International organizations need the sensitivity not to drive through
change using the culture of their home market. Europeans, Asians, North
Americans and South Americans are not the same; they don’t have the same
value systems and they don’t react to change in an identical manner. That
much I learned for certain when I was CEO of Visa International.
I therefore very much welcome this updating by James McCalman, Robert A.
Paton and Sabina Siebert of their successful text on Change Management.
The focus remains very firmly on the ‘nuts and bolts’ of organizational
change – competing resources, politics, conflicts of interest and
understanding. But the reader also benefits from change being examined from
two very different angles – the organized systems perspective and a focus on
people development.
I think the book also succeeds by providing detailed case analyses and in
particular illustrations of change for growth and innovation. These stories of
real world change in action give readers pause for thought and help them
reflect on the change management issues they raise and the potential lessons
for their own organization.
The fourth edition also brings change itself in terms of introducing new
subject areas that have come to the fore since the publication of the third

edition. Leadership, with its impact on management style and change, is a
welcome addition. So too is the focus on organizational power and politics
which can have a significant impact on the success or failure of change
programmes particularly in the area of competing narratives which the
authors also address. Finally, they examine complexity from a knowledge
perspective – how to overcome internal barriers to release organizational
potential.
The book remains true to its original beliefs – change can be managed, but
only by the driven and the willing. The debate on the best ways to manage
change continues. Individuals and organizations will address the issues in a
myriad of ways. Readers can use the material in this volume – coupled with
their own experience – to evaluate the arguments and address the practical
aspects of change implementation.
I wish you every success in your endeavours.
Christopher Rodrigues
Chairman, VisitBritain
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About the Authors
Professor James McCalman
Formerly Managing Director of Sotheby’s Institute of Art, Professor
James McCalman is currently the Head of the Centre for Strategy and
Leadership at the University of Portsmouth. He has previously enjoyed
roles as MBA Director at the Universities of Glasgow and Strathclyde as
well as Ashridge Business School before moving to senior leadership
roles in the private and charitable sectors. His most recent previous post
was Chief Executive for the Windsor Leadership Trust, a charity
delivering senior leadership development programmes to the private,
public, military and charitable sectors at Windsor Castle.
James is a senior academic with executive and leadership experience in
the private, charity and higher education sectors. He has driven several
change/transformation projects and gained wide experience of
management and postgraduate teaching in the UK, Europe, Southeast
Asia and the United States. His current research interests include
leadership, culture and the politics of organizational change.
Professor Robert A. Paton
is the Director of Graduate Studies (Adam Smith Business School) and a
Deputy Dean (College of Social Sciences) at the University of Glasgow.
He researches, publishes and lectures in change, knowledge transfer and
service innovation. He has collaborated widely and is currently working
with the Glasgow School of Art on design-led innovation. At present he
is particularly interested in the promotion of meaningful and sustainable
service transactions within partnerships. He has recently published in the
European Management Journal, Long Range Planning, International
Journal of Human Resource Management and the International Journal
of Operations and Production Management.
Dr Sabina Siebert
is a Senior Lecturer in Management in the Adam Smith Business
School, University of Glasgow. Her research interests include
organizational trust and trust repair, sociology of the professions, and
management in the creative industries. She employs a range of
qualitative methodologies including discourse analysis, narrative
analysis and organizational ethnography. Sabina has published in
various journals, including Organization Studies, Sociology, Social

Science and Medicine and Work Employment and Society. She is
currently the Editor-in-Chief of the European Management Journal.
Sabina holds a visiting appointment in Macquarie University in
Australia. The subjects she has taught include change management,
organizational behaviour, human resource management and research
methods.

Acknowledgments
The ability to get on well with people is a distinct benefit in both teaching
and writing about the management of change. We therefore, once again, need
to thank a host of friends, colleagues and acquaintances.
Particular thanks must go to David Potter from The Cultural Change
Company whose own research works provide the basis for the Chapters on
culture and leadership.
We would like to express our thanks to Ramona Blanes and Laurence
Dessart, both currently doctoral researchers at the Adam Smith Business
School, University of Glasgow, for their assistance in sourcing and compiling
case material, particularly with regard to Chapter 6 and 8 respectfully. Also
for support during the final stages of editing and in seeking permissions, we
express our gratitude to Joannah Duncan, the Managing Editor for the
European Management Journal.
James McCalman, Robert A. Paton and Sabina Siebert

Part 1 The Impact and Definition of Change
2 The Manager and the Objective Outsider
3 Cultural Attributes of Change
4 Leading Change

Change may be regarded as one of the few constants of recorded history.
Often society’s ‘winners’, both historically and contemporary, can be
characterized by their common ability to effectively manage and exploit
change situations. Individuals, societies, nations and enterprises who have at
some time been at the forefront of commercial, and/or technological
expansion, have achieved domination, or at least competitive advantage, by
being innovative in thought and/or action. They have been both enterprising
and entrepreneurial.
Management and change are synonymous; it is impossible to undertake a
purposeful journey without first addressing the purpose of the trip, the route
you wish to travel and with whom. Managing change is about handling the
complexities of travel. It is about evaluating, planning and implementing
operational, tactical and strategic ‘journeys’.
Today, organizations throughout the world face unprecedented economic
drivers for change. These change drivers are forceful beyond any recent
historical precedent. The emphasis advanced through the media is for
economic change. The underlying theme that is pressing upon organizations
is one of economic determinism. However, what has not yet reached the
media is the change in leadership, management and organization necessary to
support a re-invented model of organizations that can gain acceptance to
trade with in the future. The cultural paradigm that was sufficient to support
the delivery of services provided by the banking system and the public
sectors as well as many competitive private sector organizations over the past
30 years needs to be deconstructed and a new cultural paradigm that is a
hybrid of the best practices from both the private and the public sector needs
to be built in place of the old one. The need to embrace a strong sense of
corporate social responsibility and to operate to an ideology akin to that of
social capitalism is acute. The strategic priority facing senior executives and
political leaders throughout is one of significant cultural change in their
operating ideologies and cultural paradigms (Bones, 2011).
Change has been studied and researched for many years. Philosophies,
theories, models and techniques abound; all aim, with various degrees of
credibility and success, to deliver sustainable organizational change (Todnem
By, 2005). Whittington and Mayer (2002) argue in favour of the notion of
‘adaptive reorganization’ where frequent redesign is part of organizational

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The Project Gutenberg eBook of History of the
Reformation in Europe in the Time of Calvin.
Vol. 1 (of 8)

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laws of the country where you are located before using this
eBook.
Title: History of the Reformation in Europe in the Time of Calvin.
Vol. 1 (of 8)
Author: J. H. Merle d'Aubigné
Release date: April 25, 2019 [eBook #59352]
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THE
REFORMATION IN EUROPE
IN THE TIME OF CALVIN.
VOL. I.
LONDON
PRINTED BY SPOTTISWOODE AND CO.
NEW-STREET SQUARE

HISTORY
OF
THE REFORMATION IN EUROPE
IN THE TIME OF CALVIN.
BY J. H. MERLE D’AUBIGNÉ, D.D.
AUTHOR OF THE
‘HISTORY OF THE REFORMATION OF THE SIXTEENTH CENTURY’ ETC.
‘Les choses de petite durée out coutume de devenir fanées, quand
elles out passé leur temps.
‘Au règne de Christ, il n’y a que le nouvel homme qui soit florissant,
qui ait de la vigueur, et dont il faille faire cas.’
Calvin.
VOL. I.

GENEVA AND FRANCE.
LONDON:
LONGMAN, GREEN, LONGMAN, ROBERTS, & GREEN.
1863.

A
PREFACE.
T the conclusion of the preface to the first volume of the History
of the Reformation, the author wrote, ‘This work will consist of
four volumes, or at the most five, which will appear successively.’
These five volumes have appeared. In them are described the heroic
times of Luther, and the effects produced in Germany and other
countries by the characteristic doctrine of that reformer—justification
by faith. They present a picture of that great epoch which contained
in the germ the revival of christianity in the last three centuries. The
author has thus completed the task he had assigned himself; but
there still remained another.
The times of Luther were followed by those of Calvin. He, like his
great predecessor, undertook to search the Scriptures, and in them
he found the same truth and the same life; but a different character
distinguishes his work.
The renovation of the individual, of the Church, and of the human
race, is his theme. If the Holy Ghost kindles the lamp of truth in
man, it is (according to Calvin) ‘to the end that the entire man
should be transformed.’—‘In the kingdom of Christ,’ he says, ‘it is
only the new man that flourishes and has any vigour, and whom we
ought to take into account.’
This renovation is, at the same time, an enfranchisement; and we
might assign, as a motto to the reformation accomplished by Calvin,
as well as to apostolical christianity itself, these words of Jesus
Christ: The truth shall make you free.1

When the gods of the nations fell, when the Father which is in
heaven manifested Himself to the world in the Gospel, adopting as
His children those who received into their hearts the glad tidings of
reconciliation with God, all these men became brethren, and this
fraternity created liberty. From that time a mighty transformation
went on gradually, in individuals, in families, and in society itself.
Slavery disappeared, without wars or revolutions.
Unhappily, the sun which had for some time gladdened the eyes of
the people, became obscured; the liberty of the children of God was
lost; new human ordinances appeared to bind men’s consciences
and chill their hearts. The Reformation of the sixteenth century
restored to the human race what the middle ages had stolen from
them; it delivered them from the traditions, laws, and despotism of
the papacy; it put an end to the minority and tutelage in which
Rome claimed to keep mankind for ever; and by calling upon man to
establish his faith not on the word of a priest, but on the infallible
Word of God, and by announcing to everyone free access to the
Father through the new and saving way—Christ Jesus, it proclaimed
and brought about the hour of christian manhood.
An explanation is, however, necessary. There are philosophers in our
days who regard Christ as simply the apostle of political liberty.
These men should learn that, if they desire liberty outwardly, they
must first possess it inwardly. To hope to enjoy the first without the
second is to run after a chimera.
The greatest and most dangerous of despotisms is that beneath
which the depraved inclination of human nature, the deadly
influence of the world, namely, sin, miserably subjects the human
conscience. There are, no doubt, many countries, especially among
those which the sun of christianity has not yet illumined, that are
without civil liberty, and that groan under the arbitrary rule of
powerful masters. But, in order to become free outwardly, men must
first succeed in being free inwardly. In the human heart there is a
vast country to be delivered from slavery—abysses which man

cannot cross alone, heights he cannot climb unaided, fortresses he
cannot take, armies he cannot put to flight. In order to conquer in
this moral battle, man must unite with One stronger than himself—
with the Son of God.
If there is anyone, in the present state of society, who is fatigued
with the struggle and grieved at finding himself always overcome by
evil, and who desires to breathe the light pure air of the upper
regions of liberty—let him come to the Gospel; let him seek for union
with the Saviour, and in his Holy Spirit he will find a power by which
he will be able to gain the greatest of victories.
We are aware that there are men, and good men too, who are
frightened at the word ‘liberty;’ but these estimable persons are
quite wrong. Christ is a deliverer. The Son, He said, shall make you
free. Would they wish to change Him into a tyrant?
There are also, as we well know, some intelligent men, but enemies
of the Gospel, who, seeing a long and lamentable procession of
despotic acts pass before them in the history of the Church, place
them unceremoniously to the account of christianity. Let them
undeceive themselves: the oppression that revolts them may be
pagan, jewish, papal, or worldly ... but it is not christian. Whenever
christianity reappears in the world, with its spirit, faith, and primitive
life, it brings men deliverance and peace.
The liberty which the Truth brings is not for individuals only: it
affects the whole of society. Calvin’s work of renovation, in particular,
which was doubtless first of all an internal work, was afterwards
destined to exercise a great influence over nations. Luther
transformed princes into heroes of the faith, and we have described
with admiration their triumphs at Augsburg and elsewhere. The
reformation of Calvin was addressed particularly to the people,
among whom it raised up martyrs until the time came when it was
to send forth the spiritual conquerors of the world. For three
centuries it has been producing, in the social condition of the nations

that have received it, transformations unknown to former times. And
still at this very day, and now perhaps more than ever, it imparts to
the men who accept it a spirit of power which makes them chosen
instruments, fitted to propagate truth, morality, and civilisation to
the ends of the earth.
The idea of the present work is not a new one: it dates more than
forty years back. A writer, from whom the author differs on
important points, but whose name is dear to all who know the
simple beauty of his character, and have read with care his works on
the history of the Church and the history of Dogmas, which have
placed him in the foremost rank among the ecclesiastical historians
of our day—the learned Neander—speaking with the author at Berlin
in 1818, pressed him to undertake a History of the Reformation of
Calvin. The author answered that he desired first to describe that of
Luther; but that he intended to sketch successively two pictures so
similar and yet so different.
The History of the Reformation in Europe in the time of Calvin
naturally begins with Geneva.
The Reformation of Geneva opens with the fall of a bishop-prince.
This is its characteristic; and if we passed over in silence the heroic
struggles which led to his fall, we should expose ourselves to just
reproaches on the part of enlightened men.
It is possible that this event, which we are called upon to describe
(the end of an ecclesiastical state), may give rise to comparisons
with the present times; but we have not gone out of our way for
them. The great question, which occupies Europe at this moment,
also occupied Geneva at the beginning of the sixteenth century. But
that portion of our history was written before these late exciting
years, during which the important and complex question of the
maintenance or the fall of the temporal power of the popes has
come before, and is continually coming before, sovereigns and their

people. The historian, while relating the facts of the sixteenth
century, had no other prepossessions than those which the story
itself called up.
These prepossessions were quite natural. Descended from the
huguenots of France, whom persecution drove from their country in
the sixteenth and seventeenth centuries, the author had become
attached to that hospitable city which received his forefathers, and
in which they found a new home. The huguenots of Geneva
captivated his attention. The decision, the sacrifices, the
perseverance, and the heroism, with which the Genevans defended
their threatened liberty, moved him profoundly. The independence of
a city, acquired by so much courage and by so many privations,
perils, and sufferings, is, without doubt, a sacred thing in the eyes of
all; and no one should attempt to rob her of it. It may be that this
history contains lessons for the people, of which he did not always
think as he was writing it. May he be permitted to point out one?
The political emancipation of Geneva differs from many modern
revolutions in the fact that we find admirably combined therein the
two elements which make the movements of nations salutary; that is
to say, order and liberty. Nations have been seen in our days rising
in the name of liberty, and entirely forgetting right. It was not so in
Geneva. For some time the Genevans persevered in defending the
established order of things; and it was only when they had seen,
during a long course of years, their prince-bishops leaguing
themselves with the enemies of the state, conniving at usurpations,
and indulging in acts contrary to the charters of their ancestors, that
they accepted the divorce, and substituted a new state of things for
the old one, or rather returned to an antecedent state. We find them
always quoting the ancient libertates, franchesiæ, immunitates,
usus, consuetudines civitatis Gebennensis, first digested into a code
in 1387, while their origin is stated in the document itself to be of
much greater antiquity. The author (as will be seen) is a friend of
liberty; but justice, morality, and order are, in his opinion, quite as
necessary to the prosperity of nations. On that point he agrees with

that distinguished writer on modern civilisation, M. Guizot, though he
may differ from him on others.
In writing this history we have had recourse to the original
documents, and in particular to some important manuscripts; the
manuscript registers of the Council of Geneva, the manuscript
histories of Syndic Roset and Syndic Gautier, the manuscript of the
Mamelus (Mamelukes), and many letters and remarkable papers
preserved in the Archives of Geneva. We have also studied in the
library of Berne some manuscripts of which historians have hitherto
made little or no use; a few of these have been indicated in the
notes, others will be mentioned hereafter. Besides these original
sources, we have profited by writings and documents of great
interest belonging to the sixteenth century, and recently published
by learned Genevese archæologists, particularly by MM. Galiffe,
Grenus, Revillod, E. Mallet, Chaponière, and Fick. We have also
made great use of the memoirs of the Society of History and
Archæology of Geneva.
With regard to France, the author has consulted various documents
of the sixteenth century, little or altogether unknown, especially in
what concerns the relations of the French government with the
German protestants. He has profited also by several manuscripts,
and by their means has been able to learn a few facts connected
with the early part of Calvin’s life, which have not hitherto been
published. These facts are partly derived from the Latin letters of the
reformer, which have not yet been printed either in French or Latin,
and which are contained in the excellent collection which Dr. Jules
Bonnet intends giving to the world, if such a work should receive
from the christian public the encouragement which the labour,
disinterestedness, and zeal of its learned editor deserve.
The author having habitual recourse to the French documents of the
sixteenth century, has often introduced their most characteristic
passages into his text. The work of the historian is neither a work of
the imagination, like that of the poet, nor a mere conversation about

times gone by, as some writers of our day appear to imagine.
History is a faithful description of past events; and when the
historian can relate them by making use of the language of those
who took part in them, he is more certain of describing them just as
they were.
But the reproduction of contemporary documents is not the only
business of the historian. He must do more than exhume from the
sepulchre in which they are sleeping the relics of men and things of
times past, that he may exhibit them in the light of day. We value
highly such a work and those who perform it, for it is a necessary
one; and yet we do not think it sufficient. Dry bones do not faithfully
represent the men of other days. They did not live as skeletons, but
as beings full of life and activity. The historian is not simply a
resurrectionist: he needs—strange but necessary ambition—a power
that can restore the dead to life.
Certain modern historians have successfully accomplished this task.
The author, unable to follow them, and compelled to present his
readers with a simple and unassuming chronicle, feels bound to
express his admiration for those who have thus been able to revive
the buried past. He firmly believes that, if a history should have
truth, it should also have life. The events of past times did not
resemble, in the days when they occurred, those grand museums of
Rome, Naples, Paris, and London, in whose galleries we behold long
rows of marble statues, mummies, and tombs. There were then
living beings who thought, felt, spoke, acted, and struggled. The
picture, whatever history may be able to do, will always have less of
life than the reality.
When an historian comes across a speech of one of the actors in the
great drama of human affairs, he ought to lay hold of it, as if it were
a pearl, and weave it into his tapestry, in order to relieve the duller
colours and give more solidity and brilliancy. Whether the speech be
met with in the letters or writings of the actor himself, or in those of
the chroniclers, is a matter of no importance: he should take it

wherever he finds it. The history which exhibits men thinking,
feeling, and acting as they did in their lifetime, is of far higher value
than those purely intellectual compositions in which the actors are
deprived of speech and even of life.
The author, having given his opinion in favour of this better and
higher historical method, is compelled to express a regret:
Le précepte est aisé, mais l’art est difficile.
And as he looks at his work, he has to repeat with sorrow the
confession of the poet of antiquity: Deteriora sequor!
This work is not a biography of Calvin, as some may imagine. The
name of that great reformer appears, indeed, on the title-page, and
we shall feel a pleasure, whenever the opportunity occurs, in
endeavouring to restore the true colours to that figure so strangely
misunderstood in our days. We know that, in so doing, we shall
shock certain deeply-rooted prejudices, and shall offend those who
accept without examination, in this respect, the fables of Romish
writers. Tacitus indeed assures us that malignity has a false show of
liberty: Malignitati falsa species libertatis inest; that history is
listened to with more favour when she slanders and disparages:
Obtrectatio et livor pronis auribus accipiuntur. But what historian
could entertain the culpable ambition of pleasing at the expense of
truth? Moreover, we believe that, if our age still labours under great
errors with respect to many men and things, it is more competent
than those which went before to hear the truth, to examine,
appreciate, and accept it.
We repeat, however, that it is not a history of Calvin, but of the
Reformation in Europe in the time of that reformer which we desire
to narrate. Other volumes are already far advanced, and we hope to
publish two more in the ensuing year. But may we be permitted, in

conclusion, to transcribe here a passage of Holy Scripture that has
often occurred to our mind in executing a new work? It is this:
Ye know not what shall be on the morrow. For what is your life? It is
even a vapour, that appeareth for a little time, and then vanisheth
away. For that ye ought to say, If the Lord will, we shall live and do
this or that.2
Eaux Vives, Geneva.

CONTENTS
OF
THE FIRST VOLUME.
BOOK I.
GENEVA AND THE FIRST HUGUENOTS.
CHAPTER I.
THE REFORMATION AND MODERN LIBERTY.
Ancient Times.
Three Movements in Geneva—Importance of the Political Element—
Causes of this Importance—Liberty in Protestant Nations—
Influence of Calvin—Low Countries, Scotland, France, England,
United States—Liberty and Licence—The Sixteenth Century,
Servetus and Calvin—The Study of great things in small—Three

Sources of Modern Liberty: Roman, Germanic, Christian—Three
Strata of the Soil
Page 1
CHAPTER II.
FIRST USURPATIONS AND FIRST STRUGGLES.
Middle Ages.
Three Powers opposed to the Genevan Liberties—The Counts of
Geneva—The Bishop-princes—Danger of the Temporal Power of
Bishops—The Dukes of Savoy—They covet Geneva—Peter of
Savoy gets possession of the Castle—His Successes and
Failures—Amadeus V. seizes the second Castle—Makes himself
Vidame—Confirms the Liberties of Geneva—Amadeus VIII. begs
Geneva of the Pope—The Pope deprives Geneva of the Election
of its Bishop—A Duke and Pope makes himself Bishop—Struggle
between a Son and a Mother—Irregularities of Philip Lackland—
The Father runs away from the Son—Stratagem of the Mother
to save her Treasures—The Son appears before the Father—
Singular Visit—Fair of Geneva transferred to Lyons—A
Reforming Bishop at Geneva—Savoy prepares to strike a final
Blow—God breathes over Men—Renovating Principle in Geneva
Page 14
CHAPTER III.
A BISHOP SENT BY THE POPE TO ROB GENEVA OF ITS
INDEPENDENCE.
(1513.)
Death of the Bishop, Agitation of the People—Talk of the Citizens—
De Bonmont chosen Bishop by popular Acclamation—The Duke
and the Bastard of Savoy—Agreement between these Princes—
Union with Savoy desired by the Pope—The Bargain concluded
at Rome—The Swiss are deceived—Murmurs of the Genevans—

The Servile Party yields, the Free Men protest—Entrance of the
Bishop-prince into Geneva—He takes the Oath in order to break
it—Tampers with Berthelier and De Bonmont—Balls and
Banquets to corrupt the Youth—Savoyards at Geneva—A Young
Rake—Immorality
Page 39
CHAPTER IV.
OPPOSITION TO THE DESIGNS OF THE DUKE, THE POPE,
AND THE BISHOP.
(1513-1515.)
Complaints of the Licentiousness of the Priests—Corruption in the
Convents—Unavailing Representations of the Magistrates—
Arrival of Bonivard at Geneva—His Wit and Good-humour—
Death of his Uncle; the Culverins—Besançon Hugues appears—
Character of Charles III.—Marriage of Julian and Philiberta—A
Bull gives Geneva to Savoy—Indignation and Protest of the
Citizens—Sadness in Geneva—Contrary Decision of the
Cardinals—Charles’s new Scheme
Page 57
CHAPTER V.
BERTHELIER AND THE YOUTH OF GENEVA AROUSED BY
THE BISHOP’S VIOLENCE.
(1515-1517.)
Vandel and his four Sons—The Bishop kidnaps the Father—Emotion
of the Sons and of the People—Berthelier tears up his
Chatelain’s Commission—Address to the Bishop, who runs away
—Miracles of a Monk—Fêtes and Debauchery—Berthelier’s
School of Liberty—Sarcasms and Redress of Wrongs—No
Liberty without Morality
Page 71

CHAPTER VI.
THE OPPOSING PARTIES PREPARE FOR BATTLE.
(1516-1517.)
A Thief pardoned by the Bishop—The Duke’s Anger—The Ducal
Envoys sup at St. Victor’s—La Val d’Isère tries to gain Bonivard,
and fails—The Envoys and the Bishop take to flight—The Duke
and the Bishop plot together—Bonivard and Berthelier combine
—Characters of Bonivard, Berthelier, and Calvin—A gloomy
Omen
Page 81
CHAPTER VII.
ASSEMBLY, AGITATION, AND JOKE OF THE PATRIOTS.
(1516-1517.)
A few Patriots meet together—Assembly at the Molard—The Oath of
the Patriots—Supper at Mugnier’s and the Momon—Bonivard’s
Witticism—Death of Messire Gros’ Mule—Berthelier proposes a
Practical Joke—The Mule’s Skin put up to Auction—The Duke
comes to Geneva—Seyssel tries to divide the Genevans—Plot of
the Duke and the Bishop
Page 92
CHAPTER VIII.
PÉCOLAT TORTURED AND BERTHELIER ACCUSED.
(1517.)
Pécolat’s Character—Non videbit Dies Petri—The Bishop’s stale Fish
—Treacherous Stratagem to seize Pécolat—He is put to the
Torture—Overcome by Pain—Terror of Pécolat and the
Genevans—The Bishop desires that Berthelier be surrendered to

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