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

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Clearly this way of thinking is associated strongly with the physiological and safety needs. This ‘behaviourist’ approach to reward schedules tended to lead to a simplistic view of how to get people to behave in a particular way: reward it and/or punish the alternatives. Although a 21st-century Western culture rebels at the thought, much of our thinking about motivation is still infl uenced by such models – consider the prevalence of ‘performance-related pay’. However, it remains true that human motivation, while it includes responses to reward and punishment, is much more complex than this model suggests.

Endings The principal business of this stage is for people to be clear about what particular details of their working life will come to an end as a result of the change. To ‘let go’ of something I must fi rst realize that I’m holding it. Things to consider, for example: PriceWaterhouseCoopers published a study ( PwC, 2004 ) on project and programme management practices. They conclude, amongst other things: ‘The survey reveals an undeniable correlation between project performance, maturity level and change management. The majority of the best performing and most mature organisations always or frequently apply change management to their projects.’ This highlights the need for alignment of change and project management practices and for ensuring appropriate organizational structure. TimeIs the change urgent – the result of a crisis? Is it possible to take a long-term view? (Chapter 2)

The chapter introduces a selection of infl uential models and perspectives on change. These are drawn from the wide and still-growing body of research and thought about change since the mid-20th century. All of us involved in change management have our favourite approaches and models – and it is inevitable that those I have selected and referred to will miss some of the favourites of each reader. My hope is that the way I have described and presented this selection will encourage readers to explore further, using the references to build their own change manage-ment perspective. 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? 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:

ReadinessIs there a critical mass of people in the organization who see the need for change? How committed are they to change? (Chapters 5, 7 and 11) Balogun, J and Hope Hailey, V (2008 ) Exploring Strategic Change IBM (2008b ) Making Change Work Prosci (2012 ) Best Practices in Change Management – or a more recent A study of over 2,500 people in change management roles across 120 organizations was conducted by ChangeFirst Limited in 2010. It found that six to nine months after project launch, projects with change management input were delivering significant performance improvements, financial results and behavioural change. A majority of the respondents attributed over 20 per cent of the success directly to effective change management. The calculated return on investment (ROI) on large projects was calculated as a 650 per cent return on current levels of investment in change management.

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DiversityHow homogeneous is the organization? Is diversity amongst people an obstacle to achieving alignment? Is inadequate diversity an obstacle to creativity and change? (Section E and Chapter 12) Identify the reasons why the current situation cannot continue. There will be gains amongst the losses. 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.

Transition : the human, psychological process of letting go of one pattern and engaging with a new one. 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).Letting go, repatterning and making a new beginning: together these processes reorient and renew people when things are changing all around them. You need the transition that they add up to for the change to get under the surface of things and affect how people actually work. (Bridges, 2009) SOurCE: From The Empty Raincoat by Charles Handy, published by Hutchinson. Reprinted by permission of The Random House Group Limited.