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

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really fail? IBM (2008b ) Making Change Work King, S and Peterson, L (2007 ) How effective leaders achieve success in critical Except in science-fi ction fi lms I cannot be ‘beamed’ from one place to another. The journey is inevitable. However, I can choose to see any journey as a mere inconvenience – an unwelcome interruption to my life, to be kept as short as possible – or as an opportunity to look around, to learn, to see new things. Using an image such as this can help people to give meaning to this period. It can legitimize the opportunities that may occur if we look for them. Any change initiative run in a way that encourages autonomy, mastery and purpose will be more likely to motivate people and engage their discretionary effort.

A single-volume learning resource covering the range of knowledge required, it includes chapters from established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. Endorsed by the Change Management Institute and the official guide to the CMI Body of Knowledge, The Effective Change Manager's Handbook covers the whole process from planning to implementation, offering practical tools, techniques and models to effectively support any change initiative. Change and the organizational contextBalogun and Hope Hailey (2008) describe what they call the ‘design choices’ to be considered in planning a change: A specifi c behaviour that is rewarded tends to be repeated more frequently, but when the pattern of rewarding the behaviour is withdrawn, frequency tends to reduce.Show respect for all that has gone before. Help people to see how the best aspects of the past – its successes and, most importantly, its values – will be preserved and enhanced by the change. Depression and confusionThe process to this point has been characterized by a drive to hold on to – or to revert to – the existing or former situation. Energy, morale and performance may fluctuate – but all relate to the ‘downswing’ side of the curve, between anger/blaming others and self-blame/bargaining. The realization that all such efforts are failing leaves people at their lowest point of performance, energy and morale. Confusion, sadness, even depression are characteristics of this period (5). Empathy, active listen-ing and good support structures are probably the most effective responses to this phase of change. Describe the change in very specific terms, so that people are clear what precisely will be different. Details Product: The Effective Change Manager's Handbook is explicitly designed to help practitioners, employers and academics define and practice change management successfully and to develop change management maturity within their organization. A single-volume learning resource covering the range of knowledge required it includes chapters from 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. even a modest amount of cognitive skill, increases in fi nancial reward are not related to increased performance. Indeed the reverse may be true. This implies that organiza-tions need to pay people suffi cient that pay is no longer an issue (in Herzberg’s terms, not a ‘dissatisfi er’), but that beyond that fi nancial reward may have limited value. Instead, Pink suggests that there are three key motivators for ‘knowledge work’:

SOurCE: From The Empty Raincoat by Charles Handy, published by Hutchinson. Reprinted by permission of The Random House Group Limited. thinking in specifically human motivation is known as ‘expectancy theory’. The orig-inators of this theory include Edward Tolman and Victor Vroom, and a clear outline of their thinking is set out in Huczinsky and Buchanan (2007). Description The Effective Change Manager’s Handbook aims to help practitioners and organisations achieve success in delivering change and to develop change management maturity within their organisations. prepare by gaining deep, realistic insight into the complexity of the change, and plan accordingly; 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.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 editors of The Effective Change Manager's Handbook - Richard Smith, David King, Ranjit Sidhu and Dan Skelsey - are all experienced international consultants and trainers in change management. All four editors worked on behalf of the Change Management Institute to co-author the first global change management body of knowledge, The Effective Change Manager, and are members of the APMG International examination panel for change management.

It will be clear how closely this ‘transition’ process mirrors the change curve described above. It is also helpful to notice two key developments that Bridges’ thinking high-lights. First, he sees these three ‘phases’ as sequential but overlapping processes: each of these needs attention at the right time, to ensure that planned changes are actually implemented by people. These processes are explored in more detail below. Second, he focuses on the creative potential of the ‘neutral zone’, not just as a time of confu-sion and depression but as a time when there is suffi cient fl uidity for experimentation, a time when genuinely new attitudes and behaviours can be developed. They also found that the success rate of change projects using a dedicated change manager rose by 19 per cent compared to those that did not.It is easy for leaders and managers in organizations to assume that change is straight-forward. We are educated and trained to approach problems logically and rationally. We see an opportunity to make an improvement – large or small – and can formulate plans to make that improvement. A plan that is credible, and that gives people a clear route to success in implementing the 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 fulfi lling their functions effectively and providing training, resource and empowerment for the front line.

The implications of Herzberg’s work caused some large organizations to restruc-ture jobs. They moved away from production-line thinking towards autonomous work groups that followed a product through the production process, seeing the completed results of their work. For our present purpose it is important to consider the impact of change initiatives on both satisfiers and dissatisfiers. Will the outcomes for key stakeholders increase dissatisfaction? Will they promote positive satisfaction? Maslow and the hierarchy of needsMany people have come across Maslow’s concept of the ‘hierarchy of needs’ (Maslow, 1943) either in academic studies or in business settings. The advice offered by Bridges to managers and leaders on how to help people through this process of ‘letting go of the old ways and the old identity people had’ would include: Making a new beginning is a risk time. It means committing to a new kind of future. Bridges recommends four things that encourage such commitment. He suggests that people need:

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An independent consultant and trainer for over 25 years, David King specializes in designing and delivering change programmes, projects and related learning solutions to organizations in public, private and third sectors. David is an Examiner in Change Management for global qualifications body APM Group International and a co-author of the Change Management Institute's Change Management Body of Knowledge (CMBoK), published in September 2013. David is also author of "Think, Learn, Improve! - Turn your business vision into reality", which sets out a practitioner's framework of tools and techniques for designing and developing a comprehensive change programme. The way that stakeholders are identified and strongly connected to the change through a variety of communication practices. A number of the studies demonstrated that consistent application of an appropriate methodology was a further factor consistently associated with greater success. EBOOK [P.D.F] The Effective Change Manager's Handbook: Essential Guidance to the Change Management Body of Knowledge Read Online Details