APMG is a leading global Examination Institute and the Official Accreditor of the UK Government's Cabinet Office and the United Kingdom Accreditation Service (UKAS). They accredit professional training and consulting organizations and manage certification schemes for knowledge-based workers. Richard Smith (Editor) is a specialist in organizational development-related people development issues. He works with clients as diverse as Unilever, Nestle, Mars and Harvard Business School. He is the Chief Examiner for APMG Change Management products and lead author of the first global Change Management Body of Knowledge (CMBoK) for the Change Management Institute. He is also a Fellow of the CIPD.

Enables change managers to effectively advise and coach senior colleagues and those sponsoring or leading change initiatives

Preface - Change management in context
Who is this book for?
Editorial and practical information about this book
Those who have made this book possible
Author biographies 01 A change management perspectiveRichard Smith
Introduction
Section A: Why change management matters
Introduction
1. Organizations' experiences of change
2. Factors contributing to success in change management
3. Preparing the organization and seeing it through
Summary
Further reading
Section B: Change and the individual
Introduction
1. The impact of the 'change curve'
2. Starting with 'endings'
3. Why do people embrace or resist change - motivation
4. Why people embrace or resist change - individual differences
5. Why people embrace or resist change - some findings from neuroscience
6. A word about resistance to change
Summary
Further reading
Section C: Change and the organization
Introduction
1. How we think about organizations
2. Models of the change process
3. Types of organization change
4. Factors that help/hinder change
Summary
Further reading
Section D: Key roles in organizational change
Introduction
1. Lifecycle of a successful change
2. What makes a good sponsor?
3. What makes a good change agent?
4. Change management and job titles
5. The key role of line management
6. Team structures and change
Summary
Further reading
Section E: Organizational culture and change
Introduction
1. What we mean by 'organizational culture'
2. Key dimensions of culture
3. Relating 'culture' to types of change
4. Leadership and culture
Summary
Further reading
Section F: Emergent change
Introduction
1. The roots of 'emergent change'
2. Change situations that require an emergent approach
3. Defining and moving towards a 'future state'
Summary
Further reading
References02 Defining changeRobert Cole, David King, and Rod Sowden
Introduction
Section A: Aligning change with strategy
Robert Cole
Introduction
1. Background to strategy development
2. The far environment
3. The near environment
4. Business modelling
5. Strategic delivery processes
6. Strategy and change
Summary
Section B: Drivers of change
Robert Cole
Introduction
1. The strategic context
2. Change analysis
3. Strategic change plan
4. Systems approach to change
5. Monitoring the external environment
6. Initial stakeholder engagement
Summary
Section C: Developing vision
David King and Rod Sowden
Introduction
1. Viewpoints and perspectives of change
2. Developing a vision for change
3. Understanding and validating the vision
Summary
Section D: Change definition
David King
Introduction
1. Conceptual models of the future state
2. Change requirements - capability analysis
3. Assessing the impact of change
4. Problems and concerns arising from change
Summary
Further reading
References03 Managing benefits: Ensuring change delivers value
Stephen Jenner
Introduction
Section A: Benefits management principles and processes
Introduction
1. Benefits management processes
2. Benefits management principles
Summary
Section B: Benefits identification, mapping and analysis
Introduction
1. Benefits identification
2. Quantifying benefits
3. Completing the benefit profile
4. Benefits and the business case
Summary
Section C: Planning benefits realization
Introduction
1. Financial analysis
2. Benefits validation
3. Benefits prioritization
4. Baselining
5. Assessing change readiness
6. Identifying threats to benefits optimization
7. The benefits realization plan
8. The role of the change manager with regard to benefits management
Summary
Section D: Supporting benefits realization
Introduction
1. Transition management
2. Measuring and reporting on benefits realization
3. Identifying when intervention action is required
Summary
Further reading
References04 Stakeholder strategyPatrick Mayfield
Introduction
Section A: Identifying and segmenting stakeholders
Introduction
1. Identifying stakeholders
2. Segmenting stakeholders
3. Scoping engagement
Summary
Section B: Stakeholder mapping and strategy
Introduction
1. Stakeholder characteristics
2. Stakeholder interests
3. Power mapping
4. Attitude to the change/to you
5. Wins and losses
6. Readiness and resistance
7. Measuring ability
8. Profiling stakeholders
9. Personas and empathy maps
10. Stakeholder radar
11. Mapping in two dimensions
12. Determining engagement roles and responsibilities
13. Stakeholder strategy document
Summary
Section C: Managing relationships and mobilizing stakeholders
Introduction
1. Influencing strategies
2. Listening as a means of mobilization
3. The power of empathy and the other-perspective
4. Inertia and disconfirmation
5. Conversation in mobilization
6. Lead with meaning and emotion
7. Resistance to change as a key focus
8. Collaboration
9. Influencing through demonstration
Summary
Further reading
References05 Communication and engagementRanjit Sidhu
Introduction
Section A: Theory of effective communicating
Introduction
1. Basics of communication theory
2. Cognitive biases - the human dimension in communication
3. The need for feedback mechanisms
4. Interpersonal and mass communication
5. One-way versus two-way communication approaches
6. Role of communication to achieve engagement
Summary
Section B: Communicating change
Introduction
1. The emotional impact of change
2. Maintaining a people-focused approach to communication
3. Barriers to effective communication
4. Improving communication effectiveness
5. Encouraging engagement by appealing to hearts and minds
Summary
Section C: Communication channels
Introduction
1. Lean and rich communication channels
2. Three of the most essential channels
3. Fostering collaboration
Summary
Section D: Communication planning
Introduction
1. Developing a communication strategy for change
2. Developing the communications plan (when and how we will make it happen)
Summary
Section E: Monitoring and evaluating communication effectiveness
Introduction
1. Deciding what to measure
2. Capturing data
3. Monitoring and evaluating data
4. Reporting results and improving engagement
Summary
Further reading
References06 Change impactCaroline Perkins
Introduction
Section A: Assessing the impact of change
Introduction
1. Identifying change impacts
2. Change severity assessment
Summary
Section B: Assessing and managing the risks of change
Introduction
1. Organizational risk management
2. Change risk register
3. Risk analysis
4. Mitigating actions
5. Communicating change risks
Summary
Section C: Business continuity and contingency during change
Introduction
1. Business continuity planning
2. BCP and the change process
Summary
Further reading
References07 Change readiness, planning and measurementNicola Busby
Introduction
Section A: Building individual motivation to change
Introduction: building and sustaining commitment to change
1. Why work with individuals during change?
2. Expectancy theory and change
3. Increasing motivation for change
4. How to work with individuals in large changes
Summary
Further reading
Section B: Building organizational readiness for change
Introduction: the capability, capacity and belief to see change through
1. Factors that influence readiness for change and how to assess them
2. Laying the foundations for a successful change
3. Developing a change management plan
Summary
Further reading
Section C: Preparing for resistance
Introduction: understanding that challenges are to be expected
1. The 'psychological contract'
2. Common causes of resistance
3. Identifying likely areas of resistance
4. Types of resistance and symptoms to look out for
5. Common considerations for building a strategy to manage resistance
6. Supporting managers and supervisors
7. Building and sustaining momentum
Summary
Further reading
Section D: Measuring change effectiveness
Introduction: 'taking the temperature' and tracking progress
1. Measures of engagement
2. Methods of capturing information
3. Presenting data on employee engagement
Summary
Further reading
References08 Project management: Change initiatives, projects and programmes
Ira Blake
Introduction
Section A: Change within project governance structures
Introduction
1. Understanding the project environment
2. Project management tools
3. Identifying key roles and owners
Summary
Section B: Establishing a project
Introduction
1. Project set-up phase
2. Establishing the project team
3. Establishing the change management workstream
Summary
Section C: Delivering a project
Introduction
1. Definition phase
2. Implementation phase
3. Change management delivery
Summary
Section D: Project completion and transition
Introduction
1. Project completion
2. Business ownership of change
3. Transition to business as usual
Summary
Further reading
References09 Education and learning supportRichard Smith
Introduction
Section A: Learning theory and skills development
Introduction
1. The roots of learning theory
2. Learning and effective instruction
3. Learning and the individual learner
4....