book

The Effective Change Manager's Handbook

by Richard Smith, David King, Ranjit Sidhu, Dan Skelsey, APMG (ARCHIVED)

November 2014

Beginner to intermediate

632 pages

17h 52m

English

Kogan Page

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Cover: The Effective Change Manager's Handbook
Halftitle page
Title page
Title page
Contents
List of figures
List of tables
Preface – Change management in context
Who is this book for?
Editorial and practical information about this book
Those who have made this book possible

Author biographies
01 A change management perspective Richard Smith
IntroductionSection A: Why change management mattersIntroduction1. Organizationsʼ experiences of change2. Factors contributing to success in change management3. Preparing the organization and seeing it throughSummaryFurther readingSection B: Change and the individualIntroduction1. The impact of the ʻchange curveʼ2. Starting with ʻendingsʼ3. Why people embrace or resist change – motivation4. Why people embrace or resist change – individual differences5. Why people embrace or resist change – some findings from neuroscience6. A word about resistance to changeSummaryFurther readingSection C: Change and the organizationIntroduction1. How we think about organizations2. Models of the change process3. Types of organization change4. Factors that help/hinder changeSummaryFurther readingSection D: Key roles in organizational changeIntroduction1. Lifecycle of a successful change2. What makes a good sponsor?3. What makes a good change agent?4. Change management and job titles5. The key role of line management6. Team structures and changeSummaryFurther readingSection E: Organizational culture and changeIntroduction1. What we mean by ʻorganizational cultureʼ2. Key dimensions of culture3. Relating ʻcultureʼ to types of change4. Leadership and cultureSummaryFurther readingSection F: Emergent changeIntroduction1. The roots of ʻemergent changeʼ2. Change situations that require an emergent approach3. Defining and moving towards a ʻfuture stateʼSummaryFurther readingReferences
02 Defining change Robert Cole, David King and Rod Sowden
IntroductionSection A: Aligning change with strategy Robert ColeIntroduction1. Background to strategy development2. The far environment3. The near environment4. Business modelling5. Strategic delivery processes6. Strategy and changeSummarySection B: Drivers of change Robert ColeIntroduction1. The strategic context2. Change analysis3. Strategic change plan4. Systems approach to change5. Monitoring the external environment6. Initial stakeholder engagementSummarySection C: Developing vision David King and Rod SowdenIntroduction1. Viewpoints and perspectives of change2. Developing a vision for change3. Understanding and validating the visionSummarySection D: Change definition David KingIntroduction1. Conceptual models of the future state2. Change requirements – capability analysis3. Assessing the impact of change4. Problems and concerns arising from changeSummaryFurther readingReferences
03 Managing benefits: Ensuring change delivers value Stephen Jenner
IntroductionSection A: Benefits management principles and processesIntroduction1. Benefits management processes2. Benefits management principlesSummarySection B: Benefits identification, mapping and analysisIntroduction1. Benefits identification2. Quantifying benefits3. Completing the benefit profile4. Benefits and the business caseSummarySection C: Planning benefits realizationIntroduction1. Financial analysis2. Benefits validation3. Benefits prioritization4. Baselining5. Assessing change readiness6. Identifying threats to benefits optimization7. The benefits realization plan8. The role of the change manager with regard to benefits managementSummarySection D: Supporting benefits realizationIntroduction1. Transition management2. Measuring and reporting on benefits realization3. Identifying when intervention action is requiredSummaryFurther readingReferences
04 Stakeholder strategy Patrick Mayfield
IntroductionSection A: Identifying and segmenting stakeholdersIntroduction1. Identifying stakeholders2. Segmenting stakeholders3. Scoping engagementSummarySection B: Stakeholder mapping and strategyIntroduction1. Stakeholder characteristics2. Stakeholder interests3. Power mapping4. Attitude to the change/to you5. Wins and losses6. Readiness and resistance7. Measuring ability8. Profiling stakeholders9. Personas and empathy maps10. Stakeholder radar11. Mapping in two dimensions12. Determining engagement roles and responsibilities13. Stakeholder strategy documentSummarySection C: Managing relationships and mobilizing stakeholdersIntroduction1. Influencing strategies2. Listening as a means of mobilization3. The power of empathy and the other-perspective4. Inertia and disconfirmation5. Conversation in mobilization6. Lead with meaning and emotion7. Resistance to change as a key focus8. Collaboration9. Influencing through demonstrationSummaryFurther readingReferences
05 Communication and engagement Ranjit Sidhu
IntroductionSection A: Theory of effective communicatingIntroduction1. Basics of communication theory2. Cognitive biases – the human dimension in communication3. The need for feedback mechanisms4. Interpersonal and mass communication5. One-way versus two-way communication approaches6. Role of communication to achieve engagementSummarySection B: Communicating changeIntroduction1. The emotional impact of change2. Maintaining a people-focused approach to communication3. Barriers to effective communication4. Improving communication effectiveness5. Encouraging engagement by appealing to hearts and mindsSummarySection C: Communication channelsIntroduction1. Lean and rich communication channels2. Three of the most essential channels3. Fostering collaborationSummarySection D: Communication planningIntroduction1. Developing a communication strategy for change2. Developing the communication plan ( when and how we will make it happen)SummarySection E: Monitoring and evaluating communication effectivenessIntroduction1. Deciding what to measure2. Capturing data3. Monitoring and evaluating data4. Reporting results and improving engagementSummaryFurther readingReferences
06 Change impact Caroline Perkins
IntroductionSection A: Assessing the impact of changeIntroduction1. Identifying change impacts2. Change severity assessmentSummarySection B: Assessing and managing the risks of changeIntroduction1. Organizational risk management2. Change risk register3. Risk analysis4. Mitigating actions5. Communicating change risksSummarySection C: Business continuity and contingency during changeIntroduction1. Business continuity planning2. BCP and the change processSummaryFurther readingReferences
07 Change readiness, planning and measurement Nicola Busby
IntroductionSection A: Building individual motivation to changeIntroduction: building and sustaining commitment to change1. Why work with individuals during change?2. Expectancy theory and change3. Increasing motivation for change4. How to work with individuals in large changesSummaryFurther readingSection B: Building organizational readiness for changeIntroduction: the capability, capacity and belief to see change through1. Factors that influence readiness for change and how to assess them2. Laying the foundations for a successful change3. Developing a change management planSummaryFurther readingSection C: Preparing for resistanceIntroduction: understanding that challenges are to be expected1. The ʻpsychological contractʼ2. Common causes of resistance3. Identifying likely areas of resistance4. Types of resistance and symptoms to look out for5. Common considerations for building a strategy to manage resistance6. Supporting managers and supervisors7. Building and sustaining momentumSummaryFurther readingSection D: Measuring change effectivenessIntroduction: ʻtaking the temperatureʼ and tracking progress1. Measures of engagement2. Methods of capturing information3. Presenting data on employee engagementSummaryFurther readingReferences
08 Project management: Change initiatives, projects and programmes Ira Blake
IntroductionSection A: Change within project governance structuresIntroduction1. Understanding the project environment2. Project management tools3. Identifying key roles and ownersSummarySection B: Establishing a projectIntroduction1. Project set-up phase2. Establishing the project team3. Establishing the change management workstreamSummarySection C: Delivering a projectIntroduction1. Definition phase2. Implementation phase3. Change management deliverySummarySection D: Project completion and transitionIntroduction1. Project completion2. Business ownership of change3. Transition to business as usualSummaryFurther readingReferences
09 Education and learning support Richard Smith
IntroductionSection A: Learning theory and skills developmentIntroduction1. The roots of learning theory2. Learning and effective instruction3. Learning and the individual learner4. The learning process, performance and pressure5. Attitudes – beyond skills and knowledgeSummaryFurther readingSection B: Identifying and meeting learning needsIntroduction1. Identifying and analysing the needs (KSAs)2. Job analysis3. Training planning (with L&D – collaboration is ideal)4. Learning design and channels5. Evaluating learningSummaryFurther readingSection C: Behavioural change and coachingIntroduction1. Active listening in coaching and change2. The role of feedback in behavioural change3. Understanding coaching4. Coaching and the change managerSummaryFurther readingReferences
10 Facilitation Dan Skelsey
IntroductionSection A: The role of the facilitator and the skills requiredIntroduction1. The role of the facilitator2. Techniques of questioningSummarySection B: Preparing a group processIntroduction1. Factors to be considered2. Purpose – setting objectives3. Product – techniques for capturing and organizing the information in a session4. Participants – selecting and preparing participants5. Participants – external facilitators6. Process – creating an agenda7. Place – selecting and preparing the venue8. Practical tools – technology in physical meetings9. Probable issues – what if?SummarySection C: Facilitating a group processIntroduction1. Opening a session2. Watching for group dynamics3. Personality types and how they react in group settings4. Techniques for intervening5. Changing the agenda6. Closing a sessionSummarySection D: Virtual meetingsIntroduction1. Selecting the technology2. Issues in virtual meetingsSummarySection E: Facilitation structures and techniquesIntroduction1. Basic principles2. Structures3. Techniques for building information4. Techniques for prioritizing, decision making and reaching a consensus5. Approaches to larger workshopsSummaryFurther readingReferences
11 Sustaining change Helen Campbell
IntroductionSection A: Sustaining change concepts1. Concept of ʻfitʼ2. Systems thinking3. Levers and leverage4. Levels of adoption5. Tipping point and critical mass6. Reinforcing systems7. Measuring change adoption8. Transition managementSummarySection B: Useful checklists and tools1. Planning to sustain change2. Managing the transition3. Adopting and embedding change – making it stick and keeping it stuck4. Change management tool – sustaining changeSummaryFurther readingReferences
12 Personal and professional management Ray Wicks
IntroductionSection A: Leadership principlesIntroduction1. Personal effectiveness2. Self-awareness: putting yourself in the picture3. Leadership and authenticity4. Leadership approaches5. Problem solving and creative thinkingSummaryFurther readingSection B: Building team effectivenessIntroduction1. Stages of team development2. Developing an effective team3. Balancing focus on results with effective people management4. Overcoming the dysfunctions of a team5. Working with a changing team or context6. Leading virtual teamsSummaryFurther readingSection C: Emotional intelligenceIntroduction1. What is emotional intelligence?2. Can I learn emotional intelligence?3. Resilience4. The emotionally intelligent change managerSummaryFurther readingSection D: Effective influenceIntroduction1. Sources of power2. Influencing styles and approaches3. Influencing modelsSummaryFurther readingSection E: NegotiatingIntroduction1. Defining negotiation2. Approaches to negotiation3. Phases of negotiation4. Conducting negotiations5. Emotionally intelligent negotiating6. Cultural impacts on negotiation strategiesSummaryFurther readingSection F: Conflict managementIntroduction1. What does conflict mean?2. Sources of conflict3. Conflict resolution versus conflict management4. Maximizing the positive aspects of conflict5. Knowing your preferred style6. The effects of each conflict management styleSummaryFurther readingReferences
13 Organizational considerations Tim Cole, Martin Lunn, Una McGarvie and Eric Rouhof
IntroductionSection A: The change manager and Human Resources (HR) Una McGarvieIntroduction1. Engaging with HR2. Understanding how HR is organized3. Employment legislation and change management4. Change management and HR policy5. Employee relations6. The impact of organizational design7. Using HR expertise to embed changeSummaryFurther readingReferencesSection B: Safety, health and environment issues in change Eric RouhofIntroduction1. What is SHE to an organization?2. SHE management3. How does change management interact with SHE?4. Managing SHE during changeSummaryFurther readingReferencesSection C: Process optimization in organizations Martin LunnIntroduction1. Process mapping2. Mapping techniques3. Interpretation of process maps4. The value of a specialist in process mappingSummaryFurther readingSection D: Financial management for change managers Tim ColeIntroduction1. An introduction, a picture and some common terms2. How financial information is reported3. Planning the organizationʼs finances4. The value of a change initiativeSummaryFurther readingReferences
Index
Copyright

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Define and practice change management more successfully with this official guide to the Change Management Body of Knowledge, complete with practical tools, underpinning theory and best practice.

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