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

633 Pages·2015·16.34 MB·English

by  Richard Smith

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The Effective
Change
Manager’s
Handbook
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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
iivv
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is accurate
at the time of going to press, and the publishers and authors cannot accept responsibility for any errors
or omissions, however caused. No responsibility for loss or damage occasioned to any person acting,
or refraining from action, as a result of the material in this publication can be accepted by the editor,
the publisher or any of the authors.
First published in Great Britain and the United States in 2015 by Kogan Page Limited
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted
under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or trans-
mitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of
reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning
reproduction outside these terms should be sent to the publishers at the undermentioned addresses:
2nd Floor, 45 Gee Street 1518 Walnut Street, Suite 1100 4737/23 Ansari Road
London EC1V 3RS Philadelphia PA 19102 Daryaganj
United Kingdom USA New Delhi 110002
www.koganpage.com India
© The APM Group Limited, 2014
The right of each commissioned author of this work to be identified as an author of this work has been
asserted by him/her in accordance with the Copyright, Designs and Patents Act 1988.
ISBN 978 0 7494 7307 5
E-ISBN 978 0 7494 7308 2
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
The effective change manager’s handbook : essential guidance to the change management body of knowledge /
edited by Richard Smith and the APMG.
pages cm
ISBN 978-0-7494-7307-5 (paperback) – ISBN 978-0-7494-7308-2 (ebk) 1. Organizational change–
Management. I. Smith, Richard, 1953 December 29-
HD58.8.E36 2014
658.4’06–dc23
2014030706
Typeset by Graphicraft Limited, Hong Kong
Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY
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vi Contents
3. What makes a good change agent? 52
4. Change management and job titles 54
5. The key role of line management 57
6. Team structures and change 58
Summary 59
Further reading 59
Section E: Organizational culture and change 60
Introduction 60
1. What we mean by ‘organizational culture’ 60
2. Key dimensions of culture 63
3. Relating ‘culture’ to types of change 64
4. Leadership and culture 65
Summary 66
Further reading 66
Section F: Emergent change 67
Introduction 67
1. The roots of ‘emergent change’ 67
2. Change situations that require an emergent approach 70
3. Defining and moving towards a ‘future state’ 71
Summary 73
Further reading 74
References 74
02 Defining change 78
Robert Cole, David King and Rod Sowden
Introduction 78
Section A: Aligning change with strategy 80
Robert Cole
Introduction 80
1. Background to strategy development 80
2. The far environment 81
3. The near environment 85
4. Business modelling 85
5. Strategic delivery processes 86
6. Strategy and change 88
Summary 88
Section B: Drivers of change 89
Robert Cole
Introduction 89
1. The strategic context 89
2. Change analysis 92
3. Strategic change plan 95
4. Systems approach to change 95
5. Monitoring the external environment 95
6. Initial stakeholder engagement 96
Summary 96
Contents vii
Section C: Developing vision 97
David King and Rod Sowden
Introduction 97
1. Viewpoints and perspectives of change 98
2. Developing a vision for change 103
3. Understanding and validating the vision 106
Summary 110
Section D: Change definition 111
David King
Introduction 111
1. Conceptual models of the future state 111
2. Change requirements – capability analysis 116
3. Assessing the impact of change 120
4. Problems and concerns arising from change 125
Summary 129
Further reading 130
References 130
03 Managing benefits: Ensuring change delivers value 132
Stephen Jenner
Introduction 132
Section A: Benefits management principles and processes 133
Introduction 133
1. Benefits management processes 135
2. Benefits management principles 136
Summary 143
Section B: Benefits identification, mapping and analysis 145
Introduction 145
1. Benefits identification 145
2. Quantifying benefits 148
3. Completing the benefit profile 151
4. Benefits and the business case 153
Summary 153
Section C: Planning benefits realization 154
Introduction 154
1. Financial analysis 155
2. Benefits validation 156
3. Benefits prioritization 158
4. Baselining 159
5. Assessing change readiness 159
6. Identifying threats to benefits optimization 159
7. The benefits realization plan 160
8. The role of the change manager with regard to benefits
management 160
Summary 163
viii Contents
Section D: Supporting benefits realization 163
Introduction 163
1. Transition management 165
2. Measuring and reporting on benefits realization 165
3. Identifying when intervention action is required 168
Summary 169
Further reading 170
References 170
04 stakeholder strategy 172
Patrick Mayfield
Introduction 172
Section A: Identifying and segmenting stakeholders 175
Introduction 175
1. Identifying stakeholders 176
2. Segmenting stakeholders 178
3. Scoping engagement 180
Summary 181
Section B: Stakeholder mapping and strategy 182
Introduction 182
1. Stakeholder characteristics 182
2. Stakeholder interests 183
3. Power mapping 185
4. Attitude to the change/to you 186
5. Wins and losses 188
6. Readiness and resistance 189
7. Measuring ability 190
8. Profiling stakeholders 191
9. Personas and empathy maps 191
10. Stakeholder radar 195
11. Mapping in two dimensions 196
12. Determining engagement roles and responsibilities 198
13. Stakeholder strategy document 199
Summary 200
Section C: Managing relationships and mobilizing stakeholders 202
Introduction 202
1. Influencing strategies 202
2. Listening as a means of mobilization 203
3. The power of empathy and the other-perspective 204
4. Inertia and disconfirmation 205
5. Conversation in mobilization 205
6. Lead with meaning and emotion 206
7. Resistance to change as a key focus 206
8. Collaboration 206
9. Influencing through demonstration 206
Contents ix
Summary 207
Further reading 208
References 209
05 Communication and engagement 210
Ranjit Sidhu
Introduction 210
Section A: Theory of effective communicating 211
Introduction 211
1. Basics of communication theory 211
2. Cognitive biases – the human dimension in communication 213
3. The need for feedback mechanisms 214
4. Interpersonal and mass communication 216
5. One-way versus two-way communication approaches 217
6. Role of communication to achieve engagement 218
Summary 220
Section B: Communicating change 221
Introduction 221
1. The emotional impact of change 221
2. Maintaining a people-focused approach to communication 223
3. Barriers to effective communication 226
4. Improving communication effectiveness 228
5. Encouraging engagement by appealing to hearts and minds 230
Summary 233
Section C: Communication channels 234
Introduction 234
1. Lean and rich communication channels 235
2. Three of the most essential channels 236
3. Fostering collaboration 239
Summary 243
Section D: Communication planning 243
Introduction 243
1. Developing a communication strategy for change 245
2. Developing the communication plan (when and how we will make it
happen) 248
Summary 250
Section E: Monitoring and evaluating communication effectiveness 251
Introduction 251
1. Deciding what to measure 251
2. Capturing data 252
3. Monitoring and evaluating data 253
4. Reporting results and improving engagement 254
Summary 255
Further reading 256
References 256