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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
• Introduction
• Section A: Why change management matters
• Introduction
• 1. Organizationsʼ experiences of change
• 2. Factors contributing to success in change management
• 3. Preparing the organization and seeing it through
• Summary
• Further reading
• Section B: Change and the individual
• Introduction
• 1. The impact of the ʻchange curveʼ
• 2. Starting with ʻendingsʼ
• 3. Why people embrace or resist change – motivation
• 4. Why people embrace or resist change – individual differences
• 5. Why people embrace or resist change – some findings from neuroscience
• 6. A word about resistance to change
• Summary
• Further reading
• Section C: Change and the organization
• Introduction
• 1. How we think about organizations
• 2. Models of the change process
• 3. Types of organization change
• 4. Factors that help/hinder change
• Summary
• Further reading
• Section D: Key roles in organizational change
• Introduction
• 1. Lifecycle of a successful change
• 2. What makes a good sponsor?
• 3. What makes a good change agent?
• 4. Change management and job titles
• 5. The key role of line management
• 6. Team structures and change
• Summary
• Further reading
• Section E: Organizational culture and change
• Introduction
• 1. What we mean by ʻorganizational cultureʼ
• 2. Key dimensions of culture
• 3. Relating ʻcultureʼ to types of change
• 4. Leadership and culture
• Summary
• Further reading
• Section F: Emergent change
• Introduction
• 1. The roots of ʻemergent changeʼ
• 2. Change situations that require an emergent approach
• 3. Defining and moving towards a ʻfuture stateʼ
• Summary
• Further reading
• References
• 02 Defining change Robert Cole, David King and Rod Sowden
• Introduction
• Section A: Aligning change with strategy Robert Cole
• Introduction
• 1. Background to strategy development
• 2. The far environment
• 3. The near environment
• 4. Business modelling
• 5. Strategic delivery processes
• 6. Strategy and change
• Summary
• Section B: Drivers of change Robert Cole
• Introduction
• 1. The strategic context
• 2. Change analysis
• 3. Strategic change plan
• 4. Systems approach to change
• 5. Monitoring the external environment
• 6. Initial stakeholder engagement
• Summary
• Section C: Developing vision David King and Rod Sowden
• Introduction
• 1. Viewpoints and perspectives of change
• 2. Developing a vision for change
• 3. Understanding and validating the vision
• Summary
• Section D: Change definition David King
• Introduction
• 1. Conceptual models of the future state
• 2. Change requirements – capability analysis
• 3. Assessing the impact of change
• 4. Problems and concerns arising from change
• Summary
• Further reading
• References
• 03 Managing benefits: Ensuring change delivers value Stephen Jenner
• Introduction
• Section A: Benefits management principles and processes
• Introduction
• 1. Benefits management processes
• 2. Benefits management principles
• Summary
• Section B: Benefits identification, mapping and analysis
• Introduction
• 1. Benefits identification
• 2. Quantifying benefits
• 3. Completing the benefit profile
• 4. Benefits and the business case
• Summary
• Section C: Planning benefits realization
• Introduction
• 1. Financial analysis
• 2. Benefits validation
• 3. Benefits prioritization
• 4. Baselining
• 5. Assessing change readiness
• 6. Identifying threats to benefits optimization
• 7. The benefits realization plan
• 8. The role of the change manager with regard to benefits management
• Summary
• Section D: Supporting benefits realization
• Introduction
• 1. Transition management
• 2. Measuring and reporting on benefits realization
• 3. Identifying when intervention action is required
• Summary
• Further reading
• References
• 04 Stakeholder strategy Patrick Mayfield
• Introduction
• Section A: Identifying and segmenting stakeholders
• Introduction
• 1. Identifying stakeholders
• 2. Segmenting stakeholders
• 3. Scoping engagement
• Summary
• Section B: Stakeholder mapping and strategy
• Introduction
• 1. Stakeholder characteristics
• 2. Stakeholder interests
• 3. Power mapping
• 4. Attitude to the change/to you
• 5. Wins and losses
• 6. Readiness and resistance
• 7. Measuring ability
• 8. Profiling stakeholders
• 9. Personas and empathy maps
• 10. Stakeholder radar
• 11. Mapping in two dimensions
• 12. Determining engagement roles and responsibilities
• 13. Stakeholder strategy document
• Summary
• Section C: Managing relationships and mobilizing stakeholders
• Introduction
• 1. Influencing strategies
• 2. Listening as a means of mobilization
• 3. The power of empathy and the other-perspective
• 4. Inertia and disconfirmation
• 5. Conversation in mobilization
• 6. Lead with meaning and emotion
• 7. Resistance to change as a key focus
• 8. Collaboration
• 9. Influencing through demonstration
• Summary
• Further reading
• References
• 05 Communication and engagement Ranjit Sidhu
• Introduction
• Section A: Theory of effective communicating
• Introduction
• 1. Basics of communication theory
• 2. Cognitive biases – the human dimension in communication
• 3. The need for feedback mechanisms
• 4. Interpersonal and mass communication
• 5. One-way versus two-way communication approaches
• 6. Role of communication to achieve engagement
• Summary
• Section B: Communicating change
• Introduction
• 1. The emotional impact of change
• 2. Maintaining a people-focused approach to communication
• 3. Barriers to effective communication
• 4. Improving communication effectiveness
• 5. Encouraging engagement by appealing to hearts and minds
• Summary
• Section C: Communication channels
• Introduction
• 1. Lean and rich communication channels
• 2. Three of the most essential channels
• 3. Fostering collaboration
• Summary
• Section D: Communication planning
• Introduction
• 1. Developing a communication strategy for change
• 2. Developing the communication plan ( when and how we will make it happen)
• Summary
• Section E: Monitoring and evaluating communication effectiveness
• Introduction
• 1. Deciding what to measure
• 2. Capturing data
• 3. Monitoring and evaluating data
• 4. Reporting results and improving engagement
• Summary
• Further reading
• References
• 06 Change impact Caroline Perkins
• Introduction
• Section A: Assessing the impact of change
• Introduction
• 1. Identifying change impacts
• 2. Change severity assessment
• Summary
• Section B: Assessing and managing the risks of change
• Introduction
• 1. Organizational risk management
• 2. Change risk register
• 3. Risk analysis
• 4. Mitigating actions
• 5. Communicating change risks
• Summary
• Section C: Business continuity and contingency during change
• Introduction
• 1. Business continuity planning
• 2. BCP and the change process
• Summary
• Further reading
• References
• 07 Change readiness, planning and measurement Nicola Busby
• Introduction
• Section A: Building individual motivation to change
• Introduction: building and sustaining commitment to change
• 1. Why work with individuals during change?
• 2. Expectancy theory and change
• 3. Increasing motivation for change
• 4. How to work with individuals in large changes
• Summary
• Further reading
• Section B: Building organizational readiness for change
• Introduction: the capability, capacity and belief to see change through
• 1. Factors that influence readiness for change and how to assess them
• 2. Laying the foundations for a successful change
• 3. Developing a change management plan
• Summary
• Further reading
• Section C: Preparing for resistance
• Introduction: understanding that challenges are to be expected
• 1. The ʻpsychological contractʼ
• 2. Common causes of resistance
• 3. Identifying likely areas of resistance
• 4. Types of resistance and symptoms to look out for
• 5. Common considerations for building a strategy to manage resistance
• 6. Supporting managers and supervisors
• 7. Building and sustaining momentum
• Summary
• Further reading
• Section D: Measuring change effectiveness
• Introduction: ʻtaking the temperatureʼ and tracking progress
• 1. Measures of engagement
• 2. Methods of capturing information
• 3. Presenting data on employee engagement
• Summary
• Further reading
• References
• 08 Project management: Change initiatives, projects and programmes Ira Blake
• Introduction
• Section A: Change within project governance structures
• Introduction
• 1. Understanding the project environment
• 2. Project management tools
• 3. Identifying key roles and owners
• Summary
• Section B: Establishing a project
• Introduction
• 1. Project set-up phase
• 2. Establishing the project team
• 3. Establishing the change management workstream
• Summary
• Section C: Delivering a project
• Introduction
• 1. Definition phase
• 2. Implementation phase
• 3. Change management delivery
• Summary
• Section D: Project completion and transition
• Introduction
• 1. Project completion
• 2. Business ownership of change
• 3. Transition to business as usual
• Summary
• Further reading
• References
• 09 Education and learning support Richard Smith
• Introduction
• Section A: Learning theory and skills development
• Introduction
• 1. The roots of learning theory
• 2. Learning and effective instruction
• 3. Learning and the individual learner
• 4. The learning process, performance and pressure
• 5. Attitudes – beyond skills and knowledge
• Summary
• Further reading
• Section B: Identifying and meeting learning needs
• Introduction
• 1. Identifying and analysing the needs (KSAs)
• 2. Job analysis
• 3. Training planning (with L&D – collaboration is ideal)
• 4. Learning design and channels
• 5. Evaluating learning
• Summary
• Further reading
• Section C: Behavioural change and coaching
• Introduction
• 1. Active listening in coaching and change
• 2. The role of feedback in behavioural change
• 3. Understanding coaching
• 4. Coaching and the change manager
• Summary
• Further reading
• References
• 10 Facilitation Dan Skelsey
• Introduction
• Section A: The role of the facilitator and the skills required
• Introduction
• 1. The role of the facilitator
• 2. Techniques of questioning
• Summary
• Section B: Preparing a group process
• Introduction
• 1. Factors to be considered
• 2. Purpose – setting objectives
• 3. Product – techniques for capturing and organizing the information in a session
• 4. Participants – selecting and preparing participants
• 5. Participants – external facilitators
• 6. Process – creating an agenda
• 7. Place – selecting and preparing the venue
• 8. Practical tools – technology in physical meetings
• 9. Probable issues – what if?
• Summary
• Section C: Facilitating a group process
• Introduction
• 1. Opening a session
• 2. Watching for group dynamics
• 3. Personality types and how they react in group settings
• 4. Techniques for intervening
• 5. Changing the agenda
• 6. Closing a session
• Summary
• Section D: Virtual meetings
• Introduction
• 1. Selecting the technology
• 2. Issues in virtual meetings
• Summary
• Section E: Facilitation structures and techniques
• Introduction
• 1. Basic principles
• 2. Structures
• 3. Techniques for building information
• 4. Techniques for prioritizing, decision making and reaching a consensus
• 5. Approaches to larger workshops
• Summary
• Further reading
• References
• 11 Sustaining change Helen Campbell
• Introduction
• Section A: Sustaining change concepts
• 1. Concept of ʻfitʼ
• 2. Systems thinking
• 3. Levers and leverage
• 4. Levels of adoption
• 5. Tipping point and critical mass
• 6. Reinforcing systems
• 7. Measuring change adoption
• 8. Transition management
• Summary
• Section B: Useful checklists and tools
• 1. Planning to sustain change
• 2. Managing the transition
• 3. Adopting and embedding change – making it stick and keeping it stuck
• 4. Change management tool – sustaining change
• Summary
• Further reading
• References
• 12 Personal and professional management Ray Wicks
• Introduction
• Section A: Leadership principles
• Introduction
• 1. Personal effectiveness
• 2. Self-awareness: putting yourself in the picture
• 3. Leadership and authenticity
• 4. Leadership approaches
• 5. Problem solving and creative thinking
• Summary
• Further reading
• Section B: Building team effectiveness
• Introduction
• 1. Stages of team development
• 2. Developing an effective team
• 3. Balancing focus on results with effective people management
• 4. Overcoming the dysfunctions of a team
• 5. Working with a changing team or context
• 6. Leading virtual teams
• Summary
• Further reading
• Section C: Emotional intelligence
• Introduction
• 1. What is emotional intelligence?
• 2. Can I learn emotional intelligence?
• 3. Resilience
• 4. The emotionally intelligent change manager
• Summary
• Further reading
• Section D: Effective influence
• Introduction
• 1. Sources of power
• 2. Influencing styles and approaches
• 3. Influencing models
• Summary
• Further reading
• Section E: Negotiating
• Introduction
• 1. Defining negotiation
• 2. Approaches to negotiation
• 3. Phases of negotiation
• 4. Conducting negotiations
• 5. Emotionally intelligent negotiating
• 6. Cultural impacts on negotiation strategies
• Summary
• Further reading
• Section F: Conflict management
• Introduction
• 1. What does conflict mean?
• 2. Sources of conflict
• 3. Conflict resolution versus conflict management
• 4. Maximizing the positive aspects of conflict
• 5. Knowing your preferred style
• 6. The effects of each conflict management style
• Summary
• Further reading
• References
• 13 Organizational considerations Tim Cole, Martin Lunn, Una McGarvie and Eric Rouhof
• Introduction
• Section A: The change manager and Human Resources (HR) Una McGarvie
• Introduction
• 1. Engaging with HR
• 2. Understanding how HR is organized
• 3. Employment legislation and change management
• 4. Change management and HR policy
• 5. Employee relations
• 6. The impact of organizational design
• 7. Using HR expertise to embed change
• Summary
• Further reading
• References
• Section B: Safety, health and environment issues in change Eric Rouhof
• Introduction
• 1. What is SHE to an organization?
• 2. SHE management
• 3. How does change management interact with SHE?
• 4. Managing SHE during change
• Summary
• Further reading
• References
• Section C: Process optimization in organizations Martin Lunn
• Introduction
• 1. Process mapping
• 2. Mapping techniques
• 3. Interpretation of process maps
• 4. The value of a specialist in process mapping
• Summary
• Further reading
• Section D: Financial management for change managers Tim Cole
• Introduction
• 1. An introduction, a picture and some common terms
• 2. How financial information is reported
• 3. Planning the organizationʼs finances
• 4. The value of a change initiative
• Summary
• Further reading
• References
• Index
• Copyright