The Resource The effective change manager's handbook : essential guidance to the change management body of knowledge, edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey

The effective change manager's handbook : essential guidance to the change management body of knowledge, edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey

Label
The effective change manager's handbook : essential guidance to the change management body of knowledge
Title
The effective change manager's handbook
Title remainder
essential guidance to the change management body of knowledge
Statement of responsibility
edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey
Contributor
Provider
Subject
Language
eng
Summary
  • "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"--
  • "The change management profession is no longer in its infancy. Readily identifiable in organizations and in business literature it is no longer reliant on parent disciplines such as organizational development or project management. Change management is itself in a state of change and growth - the number of jobs is increasing and organizations are actively seeking to build their change management capability. The Effective Change Manager's Handbook, the official guide to the CMI Body of Knowledge, 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 underpinning knowledge required, it includes chapters from esteemed and 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"--
Assigning source
  • Provided by publisher
  • Provided by publisher
Cataloging source
NhCcYBP
Index
no index present
LC call number
HD58.8
LC item number
.E36 2015
Literary form
non fiction
Nature of contents
dictionaries
http://library.link/vocab/relatedWorkOrContributorDate
1953 December 29-
http://library.link/vocab/relatedWorkOrContributorName
  • Smith, Richard
  • ebrary
http://library.link/vocab/subjectName
Organizational change
Label
The effective change manager's handbook : essential guidance to the change management body of knowledge, edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey
Instantiates
Publication
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: Introduction / Richard Smith -- Section A: Why change management matters / Richard Smith -- Introduction / Richard Smith -- 1.Organizations' experiences of change / Richard Smith -- 2.Factors contributing to success in change management / Richard Smith -- 3.Preparing the organization and seeing it through / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section B: Change and the individual / Richard Smith -- Introduction / Richard Smith -- 1.The impact of the 'change curve' / Richard Smith -- 2.Starting with 'endings' / Richard Smith -- 3.Why people embrace or resist change - motivation / Richard Smith -- 4.Why people embrace or resist change - individual differences / Richard Smith -- 5.Why people embrace or resist change - some findings from neuroscience / Richard Smith -- 6.A word about resistance to change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section C: Change and the organization / Richard Smith -- Introduction / Richard Smith -- 1.How we think about organizations / Richard Smith -- 2.Models of the change process / Richard Smith -- 3.Types of organization change / Richard Smith -- 4.Factors that help/hinder change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section D: Key roles in organizational change / Richard Smith -- Introduction / Richard Smith -- 1.Lifecycle of a successful change / Richard Smith -- 2.What makes a good sponsor? / Richard Smith -- 3.What makes a good change agent? / Richard Smith -- 4.Change management and job titles / Richard Smith -- 5.The key role of line management / Richard Smith -- 6.Team structures and change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section E: Organizational culture and change / Richard Smith -- Introduction / Richard Smith -- 1.What we mean by 'organizational culture' / Richard Smith -- 2.Key dimensions of culture / Richard Smith -- 3.Relating 'culture' to types of change / Richard Smith -- 4.Leadership and culture / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section F: Emergent change / Richard Smith -- Introduction / Richard Smith -- 1.The roots of 'emergent change' / Richard Smith -- 2.Change situations that require an emergent approach / Richard Smith -- 3.Defining and moving towards a 'future state' / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Robert Cole / David King / Rod Sowden -- Section A: Aligning change with strategy / David King / Rod Sowden / Robert Cole -- Introduction / Robert Cole -- 1.Background to strategy development / Robert Cole -- 2.The far environment / Robert Cole -- 3.The near environment / Robert Cole -- 4.Business modelling / Robert Cole -- 5.Strategic delivery processes / Robert Cole -- 6.Strategy and change / Robert Cole -- Summary / Robert Cole -- Section B: Drivers of change / Robert Cole -- Introduction / Robert Cole -- 1.The strategic context / Robert Cole -- 2.Change analysis / Robert Cole -- 3.Strategic change plan / Robert Cole -- 4.Systems approach to change / Robert Cole -- 5.Monitoring the external environment / Robert Cole -- 6.Initial stakeholder engagement / Robert Cole -- Summary / Robert Cole -- Section C: Developing vision / Robert Cole -- Introduction / David King / Rod Sowden -- 1.Viewpoints and perspectives of change / David King / Rod Sowden -- 2.Developing a vision for change / David King / Rod Sowden -- 3.Understanding and validating the vision / David King / Rod Sowden -- Summary / David King / Rod Sowden -- Section D: Change definition / David King / Rod Sowden -- Introduction / David King -- 1.Conceptual models of the future state / David King -- 2.Change requirements - capability analysis / David King -- 3.Assessing the impact of change / David King -- 4.Problems and concerns arising from change / David King -- Summary / David King -- Further Reading / David King -- References / David King -- Introduction / Stephen Jenner -- Section A: Benefits management principles and processes / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Benefits management processes / Stephen Jenner -- 2.Benefits management principles / Stephen Jenner -- Summary / Stephen Jenner -- Section B: Benefits identification, mapping and analysis / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Benefits identification / Stephen Jenner -- 2.Quantifying benefits / Stephen Jenner -- 3.Completing the benefit profile / Stephen Jenner -- 4.Benefits and the business case / Stephen Jenner -- Summary / Stephen Jenner -- Section C: Planning benefits realization / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Financial analysis / Stephen Jenner -- 2.Benefits validation / Stephen Jenner -- 3.Benefits prioritization / Stephen Jenner -- 4.Baselining / Stephen Jenner -- 5.Assessing change readiness / Stephen Jenner -- 6.Identifying threats to benefits optimization / Stephen Jenner -- 7.The benefits realization plan / Stephen Jenner -- 8.The role of the change manager with regard to benefits management / Stephen Jenner -- Summary / Stephen Jenner -- Section D: Supporting benefits realization / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Transition management / Stephen Jenner -- 2.Measuring and reporting on benefits realization / Stephen Jenner -- 3.Identifying when intervention action is required / Stephen Jenner -- Summary / Stephen Jenner -- Further Reading / Stephen Jenner -- References / Stephen Jenner -- Introduction / Patrick Mayfield -- Section A: Identifying and segmenting stakeholders / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Identifying stakeholders / Patrick Mayfield -- 2.Segmenting stakeholders / Patrick Mayfield -- 3.Scoping engagement / Patrick Mayfield -- Summary / Patrick Mayfield -- Section B: Stakeholder mapping and strategy / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Stakeholder characteristics / Patrick Mayfield -- 2.Stakeholder interests / Patrick Mayfield -- 3.Power mapping / Patrick Mayfield -- 4.Attitude to the change/to you / Patrick Mayfield -- 5.Wins and losses / Patrick Mayfield -- 6.Readiness and resistance / Patrick Mayfield -- 7.Measuring ability / Patrick Mayfield -- 8.Profiling stakeholders / Patrick Mayfield -- 9.Personas and empathy maps / Patrick Mayfield -- 10.Stakeholder radar / Patrick Mayfield -- 11.Mapping in two dimensions / Patrick Mayfield -- 12.Determining engagement roles and responsibilities / Patrick Mayfield -- 13.Stakeholder strategy document / Patrick Mayfield -- Summary / Patrick Mayfield -- Section C: Managing relationships and mobilizing stakeholders / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Influencing strategies / Patrick Mayfield -- 2.Listening as a means of mobilization / Patrick Mayfield -- 3.The power of empathy and the other-perspective / Patrick Mayfield -- 4.Inertia and disconfirmation / Patrick Mayfield -- 5.Conversation in mobilization / Patrick Mayfield -- 6.Lead with meaning and emotion / Patrick Mayfield -- 7.Resistance to change as a key focus / Patrick Mayfield -- 8.Collaboration / Patrick Mayfield -- 9.Influencing through demonstration / Patrick Mayfield -- Summary / Patrick Mayfield -- Further Reading / Patrick Mayfield -- References / Patrick Mayfield -- Introduction / Ranjit Sidhu -- Section A: Theory of effective communicating / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Basics of communication theory / Ranjit Sidhu -- 2.Cognitive biases - the human dimension in communication / Ranjit Sidhu -- 3.The need for feedback mechanisms / Ranjit Sidhu -- 4.Interpersonal and mass communication / Ranjit Sidhu -- 5.One-way versus two-way communication approaches / Ranjit Sidhu -- 6.Role of communication to achieve engagement / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section B: Communicating change / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.The emotional impact of change / Ranjit Sidhu -- 2.Maintaining a people-focused approach to communication / Ranjit Sidhu -- 3.Barriers to effective communication / Ranjit Sidhu -- 4.Improving communication effectiveness / Ranjit Sidhu -- 5.Encouraging engagement by appealing to hearts and minds / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section C: Communication channels / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Lean and rich communication channels / Ranjit Sidhu -- 2.Three of the most essential channels / Ranjit Sidhu -- 3.Fostering collaboration / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section D: Communication planning / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Developing a communication strategy for change / Ranjit Sidhu -- 2.Developing the communication plan (when and how we will make it happen) / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section E: Monitoring and evaluating communication effectiveness / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Deciding what to measure / Ranjit Sidhu -- 2.Capturing data / Ranjit Sidhu -- 3.Monitoring and evaluating data / Ranjit Sidhu -- 4.Reporting results and improving engagement / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Further Reading / Ranjit Sidhu -- References / Ranjit Sidhu -- Introduction / Caroline Perkins -- Section A: Assessing the impact of change / Caroline Perkins -- Introduction / Caroline Perkins -- 1.Identifying change impacts / Caroline Perkins -- 2.Change severity assessment / Caroline Perkins -- Summary / Caroline Perkins -- Section B: Assessing and managing the risks of change / Caroline Perkins -- Introduction / Caroline Perkins -- 1.Organizational risk management / Caroline Perkins -- 2.Change risk register / Caroline Perkins -- 3.Risk analysis / Caroline Perkins -- 4.Mitigating actions / Caroline Perkins -- 5.Communicating change risks / Caroline Perkins -- Summary / Caroline Perkins -- Section C: Business continuity and contingency during change / Caroline Perkins --
  • Contents note continued: Introduction / Caroline Perkins -- 1.Business continuity planning / Caroline Perkins -- 2.BCP and the change process / Caroline Perkins -- Summary / Caroline Perkins -- Further Reading / Caroline Perkins -- References / Caroline Perkins -- Introduction / Nicola Busby -- Section A: Building individual motivation to change / Nicola Busby -- Introduction: building and sustaining commitment to change / Nicola Busby -- 1.Why work with individuals during change? / Nicola Busby -- 2.Expectancy theory and change / Nicola Busby -- 3.Increasing motivation for change / Nicola Busby -- 4.How to work with individuals in large changes / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section B: Building organizational readiness for change / Nicola Busby -- Introduction: the capability, capacity and belief to see change through / Nicola Busby -- 1.Factors that influence readiness for change and how to assess them / Nicola Busby -- 2.Laying the foundations for a successful change / Nicola Busby -- 3.Developing a change management plan / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section C: Preparing for resistance / Nicola Busby -- Introduction: understanding that challenges are to be expected / Nicola Busby -- 1.The 'psychological contract' / Nicola Busby -- 2.Common causes of resistance / Nicola Busby -- 3.Identifying likely areas of resistance / Nicola Busby -- 4.Types of resistance and symptoms to look out for / Nicola Busby -- 5.Common considerations for building a strategy to manage resistance / Nicola Busby -- 6.Supporting managers and supervisors / Nicola Busby -- 7.Building and sustaining momentum / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section D: Measuring change effectiveness / Nicola Busby -- Introduction: 'taking the temperature' and tracking progress / Nicola Busby -- 1.Measures of engagement / Nicola Busby -- 2.Methods of capturing information / Nicola Busby -- 3.Presenting data on employee engagement / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- References / Nicola Busby -- Introduction / Ira Blake -- Section A: Change within project governance structures / Ira Blake -- Introduction / Ira Blake -- 1.Understanding the project environment / Ira Blake -- 2.Project management tools / Ira Blake -- 3.Identifying key roles and owners / Ira Blake -- Summary / Ira Blake -- Section B: Establishing a project / Ira Blake -- Introduction / Ira Blake -- 1.Project set-up phase / Ira Blake -- 2.Establishing the project team / Ira Blake -- 3.Establishing the change management workstream / Ira Blake -- Summary / Ira Blake -- Section C: Delivering a project / Ira Blake -- Introduction / Ira Blake -- 1.Definition phase / Ira Blake -- 2.Implementation phase / Ira Blake -- 3.Change management delivery / Ira Blake -- Summary / Ira Blake -- Section D: Project completion and transition / Ira Blake -- Introduction / Ira Blake -- 1.Project completion / Ira Blake -- 2.Business ownership of change / Ira Blake -- 3.Transition to business as usual / Ira Blake -- Summary / Ira Blake -- Further Reading / Ira Blake -- References / Ira Blake -- Introduction / Richard Smith -- Section A: Learning theory and skills development / Richard Smith -- Introduction / Richard Smith -- 1.The roots of learning theory / Richard Smith -- 2.Learning and effective instruction / Richard Smith -- 3.Learning and the individual learner / Richard Smith -- 4.The learning process, performance and pressure / Richard Smith -- 5.Attitudes - beyond skills and knowledge / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section B: Identifying and meeting learning needs / Richard Smith -- Introduction / Richard Smith -- 1.Identifying and analysing the needs (KSAs) / Richard Smith -- 2.Job analysis / Richard Smith -- 3.Training planning (with L&D - collaboration is ideal) / Richard Smith -- 4.Learning design and channels / Richard Smith -- 5.Evaluating learning / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section C: Behavioural change and coaching / Richard Smith -- Introduction / Richard Smith -- 1.Active listening in coaching and change / Richard Smith -- 2.The role of feedback in behavioural change / Richard Smith -- 3.Understanding coaching / Richard Smith -- 4.Coaching and the change manager / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Richard Smith -- Section A: The role of the facilitator and the skills required / Richard Smith -- Introduction / Richard Smith -- 1.The role of the facilitator / Richard Smith -- 2.Techniques of questioning / Richard Smith -- Summary / Richard Smith -- Section B: Preparing a group process / Richard Smith -- Introduction / Richard Smith -- 1.Factors to be considered / Richard Smith -- 2.Purpose - setting objectives / Richard Smith -- 3.Product - techniques for capturing and organizing the information in a session / Richard Smith -- 4.Participants - selecting and preparing participants / Richard Smith -- 5.Participants - external facilitators / Richard Smith -- 6.Process - creating an agenda / Richard Smith -- 7.Place - selecting and preparing the venue / Richard Smith -- 8.Practical tools - technology in physical meetings / Richard Smith -- 9.Probable issues - what if? / Richard Smith -- Summary / Richard Smith -- Section C: Facilitating a group process / Richard Smith -- Introduction / Richard Smith -- 1.Opening a session / Richard Smith -- 2.Watching for group dynamics / Richard Smith -- 3.Personality types and how they react in group settings / Richard Smith -- 4.Techniques for intervening / Richard Smith -- 5.Changing the agenda / Richard Smith -- 6.Closing a session / Richard Smith -- Summary / Richard Smith -- Section D: Virtual meetings / Richard Smith -- Introduction / Richard Smith -- 1.Selecting the technology / Richard Smith -- 2.Issues in virtual meetings / Richard Smith -- Summary / Richard Smith -- Section E: Facilitation structures and techniques / Richard Smith -- Introduction / Richard Smith -- 1.Basic principles / Richard Smith -- 2.Structures / Richard Smith -- 3.Techniques for building information / Richard Smith -- 4.Techniques for prioritizing, decision making and reaching a consensus / Richard Smith -- 5.Approaches to larger workshops / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Helen Campbell -- Section A: Sustaining change concepts / Helen Campbell -- 1.Concept of 'fit' / Helen Campbell -- 2.Systems thinking / Helen Campbell -- 3.Levers and leverage / Helen Campbell -- 4.Levels of adoption / Helen Campbell -- 5.Tipping point and critical mass / Helen Campbell -- 6.Reinforcing systems / Helen Campbell -- 7.Measuring change adoption / Helen Campbell -- 8.Transition management / Helen Campbell -- Summary / Helen Campbell -- Section B: Useful checklists and tools / Helen Campbell -- 1.Planning to sustain change / Helen Campbell -- 2.Managing the transition / Helen Campbell -- 3.Adopting and embedding change - making it stick and keeping it stuck / Helen Campbell -- 4.Change management tool - sustaining change / Helen Campbell -- Summary / Helen Campbell -- Further Reading / Helen Campbell -- References / Helen Campbell -- Introduction / Ray Wicks -- Section A: Leadership principles / Ray Wicks -- Introduction / Ray Wicks -- 1.Personal effectiveness / Ray Wicks -- 2.Self-awareness: putting yourself in the picture / Ray Wicks -- 3.Leadership and authenticity / Ray Wicks -- 4.Leadership approaches / Ray Wicks -- 5.Problem solving and creative thinking / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section B: Building team effectiveness / Ray Wicks -- Introduction / Ray Wicks -- 1.Stages of team development / Ray Wicks -- 2.Developing an effective team / Ray Wicks -- 3.Balancing focus on results with effective people management / Ray Wicks -- 4.Overcoming the dysfunctions of a team / Ray Wicks -- 5.Working with a changing team or context / Ray Wicks -- 6.Leading virtual teams / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section C: Emotional intelligence / Ray Wicks -- Introduction / Ray Wicks -- 1.What is emotional intelligence? / Ray Wicks -- 2.Can I learn emotional intelligence? / Ray Wicks -- 3.Resilience / Ray Wicks -- 4.The emotionally intelligent change manager / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section D: Effective influence / Ray Wicks -- Introduction / Ray Wicks -- 1.Sources of power / Ray Wicks -- 2.Influencing styles and approaches / Ray Wicks -- 3.Influencing models / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section E: Negotiating / Ray Wicks -- Introduction / Ray Wicks -- 1.Defining negotiation / Ray Wicks -- 2.Approaches to negotiation / Ray Wicks -- 3.Phases of negotiation / Ray Wicks -- 4.Conducting negotiations / Ray Wicks -- 5.Emotionally intelligent negotiating / Ray Wicks -- 6.Cultural impacts on negotiation strategies / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section F: Conflict management / Ray Wicks -- Introduction / Ray Wicks -- 1.What does conflict mean? / Ray Wicks -- 2.Sources of conflict / Ray Wicks -- 3.Conflict resolution versus conflict management / Ray Wicks -- 4.Maximizing the positive aspects of conflict / Ray Wicks -- 5.Knowing your preferred style / Ray Wicks -- 6.The effects of each conflict management style / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- References / Ray Wicks -- Introduction / Eric Rouhof / Tim Cole / Martin Lunn / Una McGarvie -- Section A: The change manager and Human Resources (HR) / Martin Lunn / Tim Cole / Una McGarvie / Eric Rouhof -- Introduction / Una McGarvie -- 1.Engaging with HR / Una McGarvie --
  • Contents note continued: 2.Understanding how HR is organized / Una McGarvie -- 3.Employment legislation and change management / Una McGarvie -- 4.Change management and HR policy / Una McGarvie -- 5.Employee relations / Una McGarvie -- 6.The impact of organizational design / Una McGarvie -- 7.Using HR expertise to embed change / Una McGarvie -- Summary / Una McGarvie -- Further Reading / Una McGarvie -- References / Una McGarvie -- Section B: Safety, health and environment issues in change / Una McGarvie -- Introduction / Eric Rouhof -- 1.What is SHE to an organization? / Eric Rouhof -- 2.SHE management / Eric Rouhof -- 3.How does change management interact with SHE? / Eric Rouhof -- 4.Managing SHE during change / Eric Rouhof -- Summary / Eric Rouhof -- Further Reading / Eric Rouhof -- References / Eric Rouhof -- Section C: Process optimization in organizations / Eric Rouhof -- Introduction / Martin Lunn -- 1.Process mapping / Martin Lunn -- 2.Mapping techniques / Martin Lunn -- 3.Interpretation of process maps / Martin Lunn -- 4.The value of a specialist in process mapping / Martin Lunn -- Summary / Martin Lunn -- Further Reading / Martin Lunn -- Section D: Financial management for change managers / Martin Lunn -- Introduction / Tim Cole -- 1.An introduction, a picture and some common terms / Tim Cole -- 2.How financial information is reported / Tim Cole -- 3.Planning the organization's finances / Tim Cole -- 4.The value of a change initiative / Tim Cole -- Summary / Tim Cole -- Further Reading / Tim Cole -- References / Tim Cole
Dimensions
unknown
Extent
1 online resource (xxix, 598 pages.) :
Form of item
online
Isbn
9780749473082
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99960952033
System control number
(NhCcYBP)12138078
Label
The effective change manager's handbook : essential guidance to the change management body of knowledge, edited by Richard Smith, David King, Ranjit Sidhu and Dan Skelsey
Publication
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Machine generated contents note: Introduction / Richard Smith -- Section A: Why change management matters / Richard Smith -- Introduction / Richard Smith -- 1.Organizations' experiences of change / Richard Smith -- 2.Factors contributing to success in change management / Richard Smith -- 3.Preparing the organization and seeing it through / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section B: Change and the individual / Richard Smith -- Introduction / Richard Smith -- 1.The impact of the 'change curve' / Richard Smith -- 2.Starting with 'endings' / Richard Smith -- 3.Why people embrace or resist change - motivation / Richard Smith -- 4.Why people embrace or resist change - individual differences / Richard Smith -- 5.Why people embrace or resist change - some findings from neuroscience / Richard Smith -- 6.A word about resistance to change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section C: Change and the organization / Richard Smith -- Introduction / Richard Smith -- 1.How we think about organizations / Richard Smith -- 2.Models of the change process / Richard Smith -- 3.Types of organization change / Richard Smith -- 4.Factors that help/hinder change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section D: Key roles in organizational change / Richard Smith -- Introduction / Richard Smith -- 1.Lifecycle of a successful change / Richard Smith -- 2.What makes a good sponsor? / Richard Smith -- 3.What makes a good change agent? / Richard Smith -- 4.Change management and job titles / Richard Smith -- 5.The key role of line management / Richard Smith -- 6.Team structures and change / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section E: Organizational culture and change / Richard Smith -- Introduction / Richard Smith -- 1.What we mean by 'organizational culture' / Richard Smith -- 2.Key dimensions of culture / Richard Smith -- 3.Relating 'culture' to types of change / Richard Smith -- 4.Leadership and culture / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section F: Emergent change / Richard Smith -- Introduction / Richard Smith -- 1.The roots of 'emergent change' / Richard Smith -- 2.Change situations that require an emergent approach / Richard Smith -- 3.Defining and moving towards a 'future state' / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Robert Cole / David King / Rod Sowden -- Section A: Aligning change with strategy / David King / Rod Sowden / Robert Cole -- Introduction / Robert Cole -- 1.Background to strategy development / Robert Cole -- 2.The far environment / Robert Cole -- 3.The near environment / Robert Cole -- 4.Business modelling / Robert Cole -- 5.Strategic delivery processes / Robert Cole -- 6.Strategy and change / Robert Cole -- Summary / Robert Cole -- Section B: Drivers of change / Robert Cole -- Introduction / Robert Cole -- 1.The strategic context / Robert Cole -- 2.Change analysis / Robert Cole -- 3.Strategic change plan / Robert Cole -- 4.Systems approach to change / Robert Cole -- 5.Monitoring the external environment / Robert Cole -- 6.Initial stakeholder engagement / Robert Cole -- Summary / Robert Cole -- Section C: Developing vision / Robert Cole -- Introduction / David King / Rod Sowden -- 1.Viewpoints and perspectives of change / David King / Rod Sowden -- 2.Developing a vision for change / David King / Rod Sowden -- 3.Understanding and validating the vision / David King / Rod Sowden -- Summary / David King / Rod Sowden -- Section D: Change definition / David King / Rod Sowden -- Introduction / David King -- 1.Conceptual models of the future state / David King -- 2.Change requirements - capability analysis / David King -- 3.Assessing the impact of change / David King -- 4.Problems and concerns arising from change / David King -- Summary / David King -- Further Reading / David King -- References / David King -- Introduction / Stephen Jenner -- Section A: Benefits management principles and processes / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Benefits management processes / Stephen Jenner -- 2.Benefits management principles / Stephen Jenner -- Summary / Stephen Jenner -- Section B: Benefits identification, mapping and analysis / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Benefits identification / Stephen Jenner -- 2.Quantifying benefits / Stephen Jenner -- 3.Completing the benefit profile / Stephen Jenner -- 4.Benefits and the business case / Stephen Jenner -- Summary / Stephen Jenner -- Section C: Planning benefits realization / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Financial analysis / Stephen Jenner -- 2.Benefits validation / Stephen Jenner -- 3.Benefits prioritization / Stephen Jenner -- 4.Baselining / Stephen Jenner -- 5.Assessing change readiness / Stephen Jenner -- 6.Identifying threats to benefits optimization / Stephen Jenner -- 7.The benefits realization plan / Stephen Jenner -- 8.The role of the change manager with regard to benefits management / Stephen Jenner -- Summary / Stephen Jenner -- Section D: Supporting benefits realization / Stephen Jenner -- Introduction / Stephen Jenner -- 1.Transition management / Stephen Jenner -- 2.Measuring and reporting on benefits realization / Stephen Jenner -- 3.Identifying when intervention action is required / Stephen Jenner -- Summary / Stephen Jenner -- Further Reading / Stephen Jenner -- References / Stephen Jenner -- Introduction / Patrick Mayfield -- Section A: Identifying and segmenting stakeholders / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Identifying stakeholders / Patrick Mayfield -- 2.Segmenting stakeholders / Patrick Mayfield -- 3.Scoping engagement / Patrick Mayfield -- Summary / Patrick Mayfield -- Section B: Stakeholder mapping and strategy / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Stakeholder characteristics / Patrick Mayfield -- 2.Stakeholder interests / Patrick Mayfield -- 3.Power mapping / Patrick Mayfield -- 4.Attitude to the change/to you / Patrick Mayfield -- 5.Wins and losses / Patrick Mayfield -- 6.Readiness and resistance / Patrick Mayfield -- 7.Measuring ability / Patrick Mayfield -- 8.Profiling stakeholders / Patrick Mayfield -- 9.Personas and empathy maps / Patrick Mayfield -- 10.Stakeholder radar / Patrick Mayfield -- 11.Mapping in two dimensions / Patrick Mayfield -- 12.Determining engagement roles and responsibilities / Patrick Mayfield -- 13.Stakeholder strategy document / Patrick Mayfield -- Summary / Patrick Mayfield -- Section C: Managing relationships and mobilizing stakeholders / Patrick Mayfield -- Introduction / Patrick Mayfield -- 1.Influencing strategies / Patrick Mayfield -- 2.Listening as a means of mobilization / Patrick Mayfield -- 3.The power of empathy and the other-perspective / Patrick Mayfield -- 4.Inertia and disconfirmation / Patrick Mayfield -- 5.Conversation in mobilization / Patrick Mayfield -- 6.Lead with meaning and emotion / Patrick Mayfield -- 7.Resistance to change as a key focus / Patrick Mayfield -- 8.Collaboration / Patrick Mayfield -- 9.Influencing through demonstration / Patrick Mayfield -- Summary / Patrick Mayfield -- Further Reading / Patrick Mayfield -- References / Patrick Mayfield -- Introduction / Ranjit Sidhu -- Section A: Theory of effective communicating / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Basics of communication theory / Ranjit Sidhu -- 2.Cognitive biases - the human dimension in communication / Ranjit Sidhu -- 3.The need for feedback mechanisms / Ranjit Sidhu -- 4.Interpersonal and mass communication / Ranjit Sidhu -- 5.One-way versus two-way communication approaches / Ranjit Sidhu -- 6.Role of communication to achieve engagement / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section B: Communicating change / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.The emotional impact of change / Ranjit Sidhu -- 2.Maintaining a people-focused approach to communication / Ranjit Sidhu -- 3.Barriers to effective communication / Ranjit Sidhu -- 4.Improving communication effectiveness / Ranjit Sidhu -- 5.Encouraging engagement by appealing to hearts and minds / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section C: Communication channels / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Lean and rich communication channels / Ranjit Sidhu -- 2.Three of the most essential channels / Ranjit Sidhu -- 3.Fostering collaboration / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section D: Communication planning / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Developing a communication strategy for change / Ranjit Sidhu -- 2.Developing the communication plan (when and how we will make it happen) / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Section E: Monitoring and evaluating communication effectiveness / Ranjit Sidhu -- Introduction / Ranjit Sidhu -- 1.Deciding what to measure / Ranjit Sidhu -- 2.Capturing data / Ranjit Sidhu -- 3.Monitoring and evaluating data / Ranjit Sidhu -- 4.Reporting results and improving engagement / Ranjit Sidhu -- Summary / Ranjit Sidhu -- Further Reading / Ranjit Sidhu -- References / Ranjit Sidhu -- Introduction / Caroline Perkins -- Section A: Assessing the impact of change / Caroline Perkins -- Introduction / Caroline Perkins -- 1.Identifying change impacts / Caroline Perkins -- 2.Change severity assessment / Caroline Perkins -- Summary / Caroline Perkins -- Section B: Assessing and managing the risks of change / Caroline Perkins -- Introduction / Caroline Perkins -- 1.Organizational risk management / Caroline Perkins -- 2.Change risk register / Caroline Perkins -- 3.Risk analysis / Caroline Perkins -- 4.Mitigating actions / Caroline Perkins -- 5.Communicating change risks / Caroline Perkins -- Summary / Caroline Perkins -- Section C: Business continuity and contingency during change / Caroline Perkins --
  • Contents note continued: Introduction / Caroline Perkins -- 1.Business continuity planning / Caroline Perkins -- 2.BCP and the change process / Caroline Perkins -- Summary / Caroline Perkins -- Further Reading / Caroline Perkins -- References / Caroline Perkins -- Introduction / Nicola Busby -- Section A: Building individual motivation to change / Nicola Busby -- Introduction: building and sustaining commitment to change / Nicola Busby -- 1.Why work with individuals during change? / Nicola Busby -- 2.Expectancy theory and change / Nicola Busby -- 3.Increasing motivation for change / Nicola Busby -- 4.How to work with individuals in large changes / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section B: Building organizational readiness for change / Nicola Busby -- Introduction: the capability, capacity and belief to see change through / Nicola Busby -- 1.Factors that influence readiness for change and how to assess them / Nicola Busby -- 2.Laying the foundations for a successful change / Nicola Busby -- 3.Developing a change management plan / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section C: Preparing for resistance / Nicola Busby -- Introduction: understanding that challenges are to be expected / Nicola Busby -- 1.The 'psychological contract' / Nicola Busby -- 2.Common causes of resistance / Nicola Busby -- 3.Identifying likely areas of resistance / Nicola Busby -- 4.Types of resistance and symptoms to look out for / Nicola Busby -- 5.Common considerations for building a strategy to manage resistance / Nicola Busby -- 6.Supporting managers and supervisors / Nicola Busby -- 7.Building and sustaining momentum / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- Section D: Measuring change effectiveness / Nicola Busby -- Introduction: 'taking the temperature' and tracking progress / Nicola Busby -- 1.Measures of engagement / Nicola Busby -- 2.Methods of capturing information / Nicola Busby -- 3.Presenting data on employee engagement / Nicola Busby -- Summary / Nicola Busby -- Further Reading / Nicola Busby -- References / Nicola Busby -- Introduction / Ira Blake -- Section A: Change within project governance structures / Ira Blake -- Introduction / Ira Blake -- 1.Understanding the project environment / Ira Blake -- 2.Project management tools / Ira Blake -- 3.Identifying key roles and owners / Ira Blake -- Summary / Ira Blake -- Section B: Establishing a project / Ira Blake -- Introduction / Ira Blake -- 1.Project set-up phase / Ira Blake -- 2.Establishing the project team / Ira Blake -- 3.Establishing the change management workstream / Ira Blake -- Summary / Ira Blake -- Section C: Delivering a project / Ira Blake -- Introduction / Ira Blake -- 1.Definition phase / Ira Blake -- 2.Implementation phase / Ira Blake -- 3.Change management delivery / Ira Blake -- Summary / Ira Blake -- Section D: Project completion and transition / Ira Blake -- Introduction / Ira Blake -- 1.Project completion / Ira Blake -- 2.Business ownership of change / Ira Blake -- 3.Transition to business as usual / Ira Blake -- Summary / Ira Blake -- Further Reading / Ira Blake -- References / Ira Blake -- Introduction / Richard Smith -- Section A: Learning theory and skills development / Richard Smith -- Introduction / Richard Smith -- 1.The roots of learning theory / Richard Smith -- 2.Learning and effective instruction / Richard Smith -- 3.Learning and the individual learner / Richard Smith -- 4.The learning process, performance and pressure / Richard Smith -- 5.Attitudes - beyond skills and knowledge / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section B: Identifying and meeting learning needs / Richard Smith -- Introduction / Richard Smith -- 1.Identifying and analysing the needs (KSAs) / Richard Smith -- 2.Job analysis / Richard Smith -- 3.Training planning (with L&D - collaboration is ideal) / Richard Smith -- 4.Learning design and channels / Richard Smith -- 5.Evaluating learning / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- Section C: Behavioural change and coaching / Richard Smith -- Introduction / Richard Smith -- 1.Active listening in coaching and change / Richard Smith -- 2.The role of feedback in behavioural change / Richard Smith -- 3.Understanding coaching / Richard Smith -- 4.Coaching and the change manager / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Richard Smith -- Section A: The role of the facilitator and the skills required / Richard Smith -- Introduction / Richard Smith -- 1.The role of the facilitator / Richard Smith -- 2.Techniques of questioning / Richard Smith -- Summary / Richard Smith -- Section B: Preparing a group process / Richard Smith -- Introduction / Richard Smith -- 1.Factors to be considered / Richard Smith -- 2.Purpose - setting objectives / Richard Smith -- 3.Product - techniques for capturing and organizing the information in a session / Richard Smith -- 4.Participants - selecting and preparing participants / Richard Smith -- 5.Participants - external facilitators / Richard Smith -- 6.Process - creating an agenda / Richard Smith -- 7.Place - selecting and preparing the venue / Richard Smith -- 8.Practical tools - technology in physical meetings / Richard Smith -- 9.Probable issues - what if? / Richard Smith -- Summary / Richard Smith -- Section C: Facilitating a group process / Richard Smith -- Introduction / Richard Smith -- 1.Opening a session / Richard Smith -- 2.Watching for group dynamics / Richard Smith -- 3.Personality types and how they react in group settings / Richard Smith -- 4.Techniques for intervening / Richard Smith -- 5.Changing the agenda / Richard Smith -- 6.Closing a session / Richard Smith -- Summary / Richard Smith -- Section D: Virtual meetings / Richard Smith -- Introduction / Richard Smith -- 1.Selecting the technology / Richard Smith -- 2.Issues in virtual meetings / Richard Smith -- Summary / Richard Smith -- Section E: Facilitation structures and techniques / Richard Smith -- Introduction / Richard Smith -- 1.Basic principles / Richard Smith -- 2.Structures / Richard Smith -- 3.Techniques for building information / Richard Smith -- 4.Techniques for prioritizing, decision making and reaching a consensus / Richard Smith -- 5.Approaches to larger workshops / Richard Smith -- Summary / Richard Smith -- Further Reading / Richard Smith -- References / Richard Smith -- Introduction / Helen Campbell -- Section A: Sustaining change concepts / Helen Campbell -- 1.Concept of 'fit' / Helen Campbell -- 2.Systems thinking / Helen Campbell -- 3.Levers and leverage / Helen Campbell -- 4.Levels of adoption / Helen Campbell -- 5.Tipping point and critical mass / Helen Campbell -- 6.Reinforcing systems / Helen Campbell -- 7.Measuring change adoption / Helen Campbell -- 8.Transition management / Helen Campbell -- Summary / Helen Campbell -- Section B: Useful checklists and tools / Helen Campbell -- 1.Planning to sustain change / Helen Campbell -- 2.Managing the transition / Helen Campbell -- 3.Adopting and embedding change - making it stick and keeping it stuck / Helen Campbell -- 4.Change management tool - sustaining change / Helen Campbell -- Summary / Helen Campbell -- Further Reading / Helen Campbell -- References / Helen Campbell -- Introduction / Ray Wicks -- Section A: Leadership principles / Ray Wicks -- Introduction / Ray Wicks -- 1.Personal effectiveness / Ray Wicks -- 2.Self-awareness: putting yourself in the picture / Ray Wicks -- 3.Leadership and authenticity / Ray Wicks -- 4.Leadership approaches / Ray Wicks -- 5.Problem solving and creative thinking / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section B: Building team effectiveness / Ray Wicks -- Introduction / Ray Wicks -- 1.Stages of team development / Ray Wicks -- 2.Developing an effective team / Ray Wicks -- 3.Balancing focus on results with effective people management / Ray Wicks -- 4.Overcoming the dysfunctions of a team / Ray Wicks -- 5.Working with a changing team or context / Ray Wicks -- 6.Leading virtual teams / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section C: Emotional intelligence / Ray Wicks -- Introduction / Ray Wicks -- 1.What is emotional intelligence? / Ray Wicks -- 2.Can I learn emotional intelligence? / Ray Wicks -- 3.Resilience / Ray Wicks -- 4.The emotionally intelligent change manager / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section D: Effective influence / Ray Wicks -- Introduction / Ray Wicks -- 1.Sources of power / Ray Wicks -- 2.Influencing styles and approaches / Ray Wicks -- 3.Influencing models / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section E: Negotiating / Ray Wicks -- Introduction / Ray Wicks -- 1.Defining negotiation / Ray Wicks -- 2.Approaches to negotiation / Ray Wicks -- 3.Phases of negotiation / Ray Wicks -- 4.Conducting negotiations / Ray Wicks -- 5.Emotionally intelligent negotiating / Ray Wicks -- 6.Cultural impacts on negotiation strategies / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- Section F: Conflict management / Ray Wicks -- Introduction / Ray Wicks -- 1.What does conflict mean? / Ray Wicks -- 2.Sources of conflict / Ray Wicks -- 3.Conflict resolution versus conflict management / Ray Wicks -- 4.Maximizing the positive aspects of conflict / Ray Wicks -- 5.Knowing your preferred style / Ray Wicks -- 6.The effects of each conflict management style / Ray Wicks -- Summary / Ray Wicks -- Further Reading / Ray Wicks -- References / Ray Wicks -- Introduction / Eric Rouhof / Tim Cole / Martin Lunn / Una McGarvie -- Section A: The change manager and Human Resources (HR) / Martin Lunn / Tim Cole / Una McGarvie / Eric Rouhof -- Introduction / Una McGarvie -- 1.Engaging with HR / Una McGarvie --
  • Contents note continued: 2.Understanding how HR is organized / Una McGarvie -- 3.Employment legislation and change management / Una McGarvie -- 4.Change management and HR policy / Una McGarvie -- 5.Employee relations / Una McGarvie -- 6.The impact of organizational design / Una McGarvie -- 7.Using HR expertise to embed change / Una McGarvie -- Summary / Una McGarvie -- Further Reading / Una McGarvie -- References / Una McGarvie -- Section B: Safety, health and environment issues in change / Una McGarvie -- Introduction / Eric Rouhof -- 1.What is SHE to an organization? / Eric Rouhof -- 2.SHE management / Eric Rouhof -- 3.How does change management interact with SHE? / Eric Rouhof -- 4.Managing SHE during change / Eric Rouhof -- Summary / Eric Rouhof -- Further Reading / Eric Rouhof -- References / Eric Rouhof -- Section C: Process optimization in organizations / Eric Rouhof -- Introduction / Martin Lunn -- 1.Process mapping / Martin Lunn -- 2.Mapping techniques / Martin Lunn -- 3.Interpretation of process maps / Martin Lunn -- 4.The value of a specialist in process mapping / Martin Lunn -- Summary / Martin Lunn -- Further Reading / Martin Lunn -- Section D: Financial management for change managers / Martin Lunn -- Introduction / Tim Cole -- 1.An introduction, a picture and some common terms / Tim Cole -- 2.How financial information is reported / Tim Cole -- 3.Planning the organization's finances / Tim Cole -- 4.The value of a change initiative / Tim Cole -- Summary / Tim Cole -- Further Reading / Tim Cole -- References / Tim Cole
Dimensions
unknown
Extent
1 online resource (xxix, 598 pages.) :
Form of item
online
Isbn
9780749473082
Isbn Type
(electronic bk.)
Media category
computer
Media MARC source
rdamedia
Media type code
c
Reproduction note
Electronic reproduction.
Specific material designation
remote
Stock number
99960952033
System control number
(NhCcYBP)12138078

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