Change Basics

Change Basics

by Linda Russell, Jeffrey Russell
Released May 2006
Publisher(s): Association for Talent Development
ISBN: 9781562864521

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Book description

Change is one of the great paradoxes of life. While change, or the possibility of change, is a key source of positive energy and even excitement, it is also a source of extreme personal stress and anxiety. Change Basics offers a single reference point for anyone seeking to understand, manage, and lead change. In addition to useful tools, tips, and strategies that will enable you to skillfully introduce and manage change, this book offers an essential baseline education on the effects of change and why people tend to resist it. The practical advice provided in this book is enhanced by a powerful four-phase model that will help you understand and respond to the emotional journey most people follow during a change initiative. In addition, Change Basics offers content on more nuanced aspects of change, including: -using appreciative inquiry methods to identify issues and organizational assets that will facilitate change, -understanding the importance of an effective communication strategy to support change efforts, -building employee resilience to face change, -understanding and clarifying roles and responsibilities of change leaders and managers.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. About the Training Basics Series
  6. Preface
  7. 1. The Challenge of Change
    1. The Paradox of Change
    2. The Nature of Change
    3. Our Changing Environment and the Work of the Change Leader
    4. Why Change Is Necessary (or the Paradox of Success)
    5. The Task for Change Leaders
    6. Getting It Done
  8. 2. Understanding the Forces for Change
    1. Why Change?
    2. The Forces Driving Change
    3. How Do These Forces Affect Your Organization?
    4. Applying the Open-Systems Model
    5. Getting It Done
  9. 3. Assessing Organizational Readiness for Change
    1. The Dismal Statistics on the Failures of Change Management
    2. Your Organization's Change Management Track Record
    3. Why Change Initiatives Fail to Achieve Their Objectives
    4. Cultural Readiness and Receptivity to Change
    5. Understanding Organizational Readiness for Change
    6. Assessing Organizational Readiness for Change
    7. Getting It Done
  10. 4. A Model for Leading Change
    1. Lewin's Model for Understanding the Change Process
    2. A Four-Phase Model for Leading Change
    3. Getting It Done
  11. 5. Understanding and Managing the Emotional Response to Change
    1. Charting the Human Response to Change
    2. The Integrative Model of Organizational Change
    3. Moving People Through the Change Journey
    4. Getting It Done
  12. 6. Understanding and Dealing With Resistance to Change
    1. The Roots of Resistance
    2. Common Reasons Why People Resist Change
    3. Reducing Resistance to Change
    4. Why Leaders Should Value Change Resisters
    5. Getting It Done
  13. 7. Developing Employee Resilience
    1. Leaders Can't Make People Change
    2. Why Resilience Matters
    3. The Human Condition, Change, and the Role of Resilience
    4. A Long History of Studying Resilience
    5. Resilience Is a Mindset, Not a Trait
    6. Characteristics of Resilient People
    7. Assessing Resilience
    8. Developing Resilience in Others
    9. Getting It Done
  14. 8. Developing Your Change Plan
    1. The Value of Developing a Formal Change Implementation Plan
    2. The Steps for Change Implementation
    3. Developing Your Change Implementation Plan
    4. Now It's Up to You!
    5. Getting It Done
  15. References
  16. Additional Resources
  17. About the Authors
  18. Back Cover

Product information

  • Title: Change Basics
  • Author(s): Linda Russell, Jeffrey Russell
  • Release date: May 2006
  • Publisher(s): Association for Talent Development
  • ISBN: 9781562864521