A certainty in life is that things will change - sometimes very slowly, sometimes quicker than we would like, sometimes bringing new experiences we enjoy and at other times those we would prefer to avoid. While change may be certain, our natural aversion to it creates conflicting pressures. Failure to recognise and address these conflicts is the main reason why change initiatives do not produce the gains, growth and security anticipated. This book will help you to understand what drives change in your organisation, how to identify the influencers of change and get them on your side, how to deal with negative reactions and how to create and implement an effective business plan for change. In this guide: Why change happens How the status quo provides positive and negative influences on change Recognising what drives change in your organisation How to recognise and deal with barriers to change How organisations traditionally respond to change at various levels. 'This excellent book is a thought-provoking and challenging read with complex information presented in a simple easily understood way. It also acts as a workbook for implementing change in one's own organisation by setting taks necessary for managing change and obtaining support from those involved in the process.' Mary Allen Partner The Environmental Project Consulting Group

Most of us are averse to change – we tend to prefer to do things in the way in which we are used to doing them. Unfortunately for us everything around us is changing, sometimes very slowly and sometimes quicker than we would like, sometimes bringing us new experiences we enjoy and at other times those we would prefer to avoid. This is more than ever true for organisations. Recent years have seen the introduction of so many changes to industry and commerce – new materials, technology, speed of travel, telecommunications, social perceptions, political re-grouping, globalisation, and international competition – that few, if any, organisations can claim not to have been pressured into some form of change. The problem is the conflict that all change embraces. Change may be necessary but our natural aversion to it immediately creates conflicting pressures. Failure to recognise and address these conflicts is the main reason why change initiatives, often positive and beneficial for most of those involved, often do not produce the gains, growth and security anticipated. That is what this book is about – helping you to understand the conflicting influences and encouraging the processes that will help you to implement and manage change effectively!

 

About the author viii Introduction 1 How to use this guide 2 What this guide covers 4 What you will learn from this guide 4 1 Why does change have to happen? 5 Re-inventing the organisation 8 Change over time 9 In summary 12 2 Understanding the status quo 13 Status quo in a period of change 14 In summary 17 3 Drivers for change 19 External pressures 20 PEST analysis 20 Poor performance 21 Internal dissatisfaction 23 In summary 24 4 Organisation barriers to change 25 Unclear objectives 26 Cascading objectives 29 A balanced view of objectives 32 Inappropriate structure 34 Poor communications 38 In summary 39 5 People barriers to change 41 People perceptions 42 Fear of the unknown 42 Perceived benefits 43 Parochialism 43 Trust 44 Dealing with people perceptions 45 In Summary 47 6 Analysing your organisation 49 Characteristics of organisation culture 50 Historical perspectives 54 Control characteristics 56 Communication systems 58 Image 59 People processes 60 Influences of organisation culture 61 In summary 62 7 Communicating change effectively 65 Responsibility for effective communications 68 Communication messages 71 Communication processes 72 Who needs to know? 74 Getting the feedback 77 Effective listening 79 Functional or department blocks 81 Getting confirmation 82 In summary 83 8 Managing change initiatives 85 Impact analysis 86 Level of support 87 Level of involvement 89 In summary 91 9 Managing people through change 93 People reactions to change 93 In summary 98 10 Creating a business plan for change 99

This excellent book is a thought-provoking and challenging read with complex information presented in a simple easily understood way. It also acts as a workbook for implementing change in one's own organisation by setting taks necessary for managing change and obtaining support from those involved in the process.

 

After a ‘first career’ during which he held senior general management and executive positions in the engineering, manufacturing and financial services industries, in 1987 Brian became a freelance consultant working with large and small organisations, from private to public sectors, to improve organisation performance through strategic change and training.

Brian is a business graduate, Chartered Secretary, and member of the Chartered Institute for Personnel and Development. He also is a visiting lecturer at the University of Southampton.

 

Easy Step By Step Guide To Managing Change by Brian B. Brown
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