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The Effective Change Manager's Handbook: Essential Guidance to the Change Management Body of Knowledge

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How much control or influence people feel they have over the change. This is why involving people as early as possible, and as deeply as possible, improves the prospects for successful change. Note that this may go a long way towards explaining the relatively small disturbance that follows ‘positive changes’; in many cases these are changes that we have initiated ourselves and feel more in control of.

Consistency in behaviour and messaging from all seen as influential in the situation after the change. This includes recognizing the importance of symbolic decisions. Coming out of the transition and making a new beginning . This is when people develop the new identity, experience the new energy, and discover the new sense of purpose that make the change begin to work. How individuals and teams can be supported through the change by good leadership, appropriate training and great facilitation.A journey can be a lonely time. Encourage those in the neutral zone to connect more intentionally with other people and other teams (other travellers or those now securely arrived at their destination). Even planned social events that bring people together outside their routine work can help people to remain ‘grounded’. Consider including the friends or family who are their key personal support systems. A single-volume learning resource, it covers the range of underpinning knowledge required to embed change successfully. It includes chapters from esteemed and established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Covering the whole process from planning to implementation, it offers practical tools, techniques and models to effectively support any change initiative.

The need for the organization’s executive leadership (or an equivalent local group relevant to more localized change) to define and understand deeply: Letting go of the old ways and the old identity people had. This fi rst phase of transition is an ending , and the time when you need to help people to deal with their losses. Change and the organizational contextBalogun and Hope Hailey (2008) describe what they call the ‘design choices’ to be considered in planning a change: A study by Laclair and Rao (2002) found a close relationship between 12 change management factors (at three levels: senior, mid- and front line) and the value captured from change initiatives. Companies effective at all three levels captured an average of 143 per cent of the expected value. Laclair and Rao measured general management factors that, followed effectively, contribute powerfully to success. Examples include executive and line management fulfilling their functions effectively and providing training, resource and empowerment for the front line. Anger and blameAssuming the change is real and will continue there comes a point at which those experiencing the change can no longer avoid engaging with it. At this point denial often gives way to anger or blame (3). The idea that ‘It’s not fair!’ may take hold. ‘The management’, ‘the market’, ‘the people in suits’ – always ‘they’ – are blamed for the change.

However good the plans for change, it is important to retain flexibility. Good planning is vital – but mechanistic, rigid planning is dangerous, because the course of change is seldom smooth. The unexpected will occur and the plan must be adapted to accommodate both problems and opportunities that arise.

PowerHow concentrated or diffuse is power in the organization? How much local or individual empowerment do people experience? What power lies with different stakeholder groups? (Chapter 4)This brief section has highlighted the diffi culty of making change initiatives effective and some of the factors that can help. Change managers who know this research are better able to infl uence their colleagues to apply good change management practices. The way that change and project management practices are aligned and managed, making them appropriate to the size and structure of the organization.

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