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Chapter Sixteen - Change Management

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"Every turn of the cards changes the situation. A good player isnt waiting to see the next card. A good player is interpreting the environment and planning their next move to bet, call or fold before the next card is turned. The turn of the card and the reaction of the other players dictates which plan is implemented. The point is that change is planned. Once your followers are ready for change, you implement the plan."
Andrew J. Harvey and Raymond E. Foster (Leadership: Texas Hold 'em Style).

Downloads, Checklists and Exercises

Key Elements of Change Management

Agent of Change Exercise

Change Management: Guiding Organizations through Transition

Articles on Leadership and Change

Change Management
Guiding, nurturing, and shepherding human capital are the skills most needed to ensure that organizational change is received and implemented enthusiastically, rather than with distrust and fear. The degree to which leaders are able to manage change, develop consensus, and sustain commitment will determine the success (or failure) of any financial management initiative or reform effort.

9 Tips for Change Agents
The job title on Chris Turner's business card simply reads "Learning Person." "It's like 'citizen of the world,'" she says. "Ultimately my hope is that people in all parts of XBS will see themselves as Learning Persons." As nonhierarchical as her job title sounds, Turner's role at XBS is that of "chief change agent." Here are her nine lessons for would-be change agents.

Organizational Culture: Techniques Companies use to Perpetuate or Change Beliefs and Values
According to several experts we spoke with, an organizations decision to change its culture is generally triggered by a specific event or situation. A change in the world situation, international competition, or a severe budget reduction are some events that could provide the impetus for an organizational culture change. For example, the oil shocks of the 1970s and the increase in international, particularly Japanese, competition spurred Fords change in culture. The experts generally agreed that a culture change is a long-term effort that takes at least 5 to 10 years to complete. Company officials believe that two key techniques are of prime importance to a successful culture change: l Top management must be totally committed to the change in both words and actions;  Organizations must provide training that promotes and develops skills related to their desired values and beliefs. The nine companies indicated that effecting a successful culture change

10 Principles of Change Management
Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.

Lewin's Freeze Phases
In the early 20th century, psychologist Kurt Lewin identified three stages of change that are still the basis of many approaches today.

Five Basic Principles and How to Apply Them
Change management is a basic skill in which most leaders and managers need to be competent. There are very few working working environments where change management is not important.

Leading Change
If changingpersonally, professionally, organizationallywere a simple, straightforward process, we would see many more dreams realized, visions actualized, and missions accomplished. In real life, producing relatively minor changes can require considerable ingenuity and discipline, and planned, systematic, large-scale change is the rare exception that proves the rule: changing in major ways is a tremendous challenge. The only easy coursenot to changeis highly dangerous in the world in which we live and work these days. Therefore developing your capacity to lead change should be one of your highest professional priorities and a preeminent responsibility. Our purpose in this chapter is to provide you with very practical, down-to-earth tools that you can use in leading change in your own career, in your organization, and in the wider institution. Our concern in this chapter is real changeaction, not words, no matter how artfully expressed or how beautifully bound. Our practical counsel is based on recent dramatic advances in the field of nonprofit and public planning, which has moved well beyond old-time, control-oriented, long-range "strategic" planning. Planning, as we outline here, should foster and facilitate systematic innovation, supported by the annual operating budgeting systems rather than "monster" five-year plans.

Leading Change: A Model by John Kotter
Change is a matter of central concern to project managers. In their book, Project Managers Portable Handbook, David I. Cleland and Lewis R. Ireland state, Projects are the principal means by which the organization deals with change. While projects may be the mechanism for change, the actual how-to steps of implementing change are often a frustrating, unsolved mystery.

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Web-based resources

Change Management Toolkit

Managing Change Studies

Performance Management

Wharton Center for Leadership and Change Management

Change Management 101: A Primer

Change Management (ChangingMinds.org)

Organization and Change: Methods, Models and Theories

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