Managing Change in the Workplace: A Practical Guide, 2nd Edition

  • ID: 666501
  • June 2008
  • Region: Global
  • 97 Pages
  • Business Performance Pty Ltd
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In today’s highly competitive environment, organizations cannot afford to stand still. The need for change is continuous, yet many organizations falter in delivering new processes, systems and structures. All too often change initiatives leave in their wake burned out managers and disgruntled employees, customers and suppliers.

This practical guide and workbook is intended for everyone expected to lead, manage and implement change. It covers every aspect of managing change, including essential principles, managing stakeholders, dealing with resisters, the role of project management, building effective change teams and more. The book will introduce and walk you through the unique CHANGE Approach to leading and managing successful change.

As you work through the guide, you will complete a series of practical exercises that will help you plan and manage your change for maximum impact. On your journey, you will be treated to a variety of tools, techniques and tips for ensuring that your change lasts. The guide is packaged with a separate reusable workbook that you can use time and time again.

Who uses this change management guide?

Anyone involved in leading, READ MORE >

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1 Introduction 1

2 Understanding Change in Your Organization 3
2.1 Forces for Change 3
2.2 The Nature of Change 5

3 Principles Guiding Successful Change Programs 9

4 The CHANGE Approach 10
4.1 The Phases of Change 10
4.2 Create tension 12
4.3 Harness support 15
4.4 Articulate goals 20
4.5 Nominate Roles 28
4.6 Grow capability 33
4.7 Entrench changes 39
4.8 Key CHANGE Approach Questions 44

5 Managing Resistance to Change 45
5.1 How People React to Change 45
5.2 Developing a Strategy 47
5.3 Dealing With Resisters 49
5.4 The Psychology of Resistance to Change 51
5.5 Listen and Learn from Others 55

6 Managing Change Through Projects 57
6.1 Why Project Management? 57
6.2 Project Management in a Nutshell 58
6.3 Realizing Organizational Benefits 61

7 Managing Change Through Teams 65
7.1 Why Teams? 65
7.2 Team Member Selection 66
7.3 Team Profiling 67
7.4 Team Development 71
7.5 Team Success Factors 75

8 In Conclusion 76

9 Appendix A – Forces for Change Worksheet 77
10 Appendix B – SWOT Analysis Worksheet 78
11 Appendix C – Nature of Change Worksheet 79
12 Appendix D – Create Tension Worksheet 81
13 Appendix E – Harness Support Worksheet 82
14 Appendix F – SMART Goals Examples 84
15 Appendix G – SMART Goals Checklist 86
16 Appendix H – Goal Setting Worksheet 87
17 Appendix I – Change Role Skills Gap Worksheet 89
18 Appendix J – Roles and Responsibilities Worksheet 90
19 Appendix K – Training Plan Template 92
20 Appendix L – Systems Capability Worksheet 93
21 Appendix M – Entrench Changes Worksheet 94
22 Appendix N – Other Resources 96

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Leslie Allan has been assisting organizations improve their capability for over 20 years. He has contributed in various roles as manager, consultant and trainer within the manufacturing and service industries, both for public and private sector organizations. Mr. Allan has led and been involved in the full gamut of change programs, including training function start ups, strategic planning, new technology implementations, building relocations, workplace communications and customer focus initiatives.

On the process side, Mr. Allan has helped companies, small and large, improve their process capability. Managing 15 teams for one multinational manufacturer, he led the continuous improvement initiative, forming, training, coaching and motivating the teams to identify, map and improve their processes. His project management and facilitation skills were utilized in another national conglomerate to lead the design and implementation of a comprehensive document management system and the mapping and reengineering of core processes.

On the people side, Mr. Allan has set up and managed training functions for leading multinationals. His achievements include reducing online learning costs by 80 percent and increasing employee course completions by 540 percent. He is also a seasoned instructional designer and trainer, having taught programs in both vocational colleges and industry. Training programs that Mr. Allan has designed and delivered include the full spread, from technical skills training to management and communication skills, team leadership, financial management and career planning.

Mr. Allan is a prolific writer on business issues, with many journal and web articles to his credit. He is also the author of five books on employee capability, training and change management. Mr. Allan currently serves as Divisional Council Member for the Australian Institute of Training and Development and is a member of the Australian Institute of Management and the American Society for Quality.

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