The Effective Change Manager's Handbook

The Effective Change Manager's Handbook is the official guide to the Change Management Institute (CMI) body of knowledge, The Effective Change Manager. It is explicitly designed to help practitioners, employers and academics define and practise change management successfully and to develop change management maturity within their organizations. A comprehensive learning resource, it includes chapters from esteemed and established thought leaders in the field. The book covers all aspects of change management theory and practice, including benefits management, stakeholder strategy, facilitation, change readiness, project management, and education and learning support. Presenting the whole change process, from idea to implementation, The Effective Change Managers Handbook offers practical tools, techniques and models to support any change initiative.

1. A change management perspective
   Richard Smith
1. 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
2. Change and the individual
• Introduction
1. The impact of the 'change curve'
2. Starting with 'endings'
3. Why 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
3. 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
4. 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
5. 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
6. 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
• References
2. Defining change
   Robert Cole, David King and Rod Sowden
1. 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 process
6. Strategy and change
• Summary
2. 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
3. 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
4. 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
• References
3. Managing benefits: Ensuring change delivers value
   Stephen Jenner
1. Benefits management principles and processes
• Introduction
1. Benefits management process
2. Benefits management principles
• Summary
2. Benefits identification, mapping and analysis
• Introduction
1. Benefits identification
2. Quantifying benefits
3. Completing the benefit profile
4. Benefits and the business case
• Summary
3. 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
4. Supporting Benefits realization
• Introduction
1. Transition Management
2. Measuring and reporting on benefits realization
3. Identifying when intervention action is required
• Summary
• Further reading
• References
4. Stakeholder strategy
   Patrick Mayfield
1. Identifying and segmenting stakeholders
• Introduction
1. Identifying stakeholders
2. Segmenting stakeholders
3. Scoping engagement
• Summary
2. 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 responsibility
13. Stakeholder strategy document
• Summary
3. 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. Collaborating
9. Influencing through demonstration
• Summary
• Further reading
• References
5. Communication and engagement
   Ranjit Sidhu
1. 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
2. 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
3. Communication channels
• Introduction
1. Lean and rich communication channels
2. Three of the most essential channels
3. Fostering collaboration
• Summary
4. Communication planning
• Introduction
1. Developing a communication strategy for change
2. Developing a communication plan (when and how we will make it happen)
• Summary
5. 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
• References
6. Change impact
   Caroline Perkins
1. Assessing the impact of change
• Introduction
1. Identifying change impacts
2. Change severity assessment
• Summary
2. Assessing and managing the risks of change
• Introduction
1. Organizational risk management
2. Change risk register
3. Risk analysis
4. Mitigating actions
5. Communication change risks
• Summary
3. Business continuity and contingency during change
• Introduction
1. Business continuity planning
2. BCP and the change process
• Summary
• Further reading
• References
7. Change readiness, planning and measurement
   Nicola Busby
1. 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
2. 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 asses them
2. Laying the foundations for a successful change
3. Developing a change management plan
• Summary
• Further reading
3. 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 supervisors
7. Building and sustaining momentum
• Summary
• Further reading
4. 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
• References
8. Project management: Change initiatives, projects and programmes
   Ira Blake
1. Change within project governance structures
• Introduction
1. Understanding the project environment
2. Project management tools
3. Identifying key roles and owners
• Summary
2. Establishing a project
• Introduction
1. Project set-up phase
2. Establishing the project team
3. Establishing the change management workstream
• Summary
3. Delivering a project
• Introduction
1. Definition phase
2. Implementation phase
3. Change management delivery
• Summary
4. Project completion and transition
• Introduction
1. Project completion
2. Business ownership of change
3. Transition to business as usual
• Summary
• Further reading
• References
9. Education and learning support
   Richard Smith
1. Learning theory and skills development
• Introduction
1. The roots of learning theory
2. Learning and effective instruction
3. Learning and the individual learner
4. The learning process, performance and pressure
5. Attitudes — beyond skills and knowledge
• Summary
• Further reading
2. Identifying and meeting learning needs
• Introduction
1. Identifying and analysing the needs (KSAs)
2. Job analysis
3. Training planning (with L&D — collaboration is ideal)
4. Learning design and chyannels
5. Evaluating learning
• Summary
• Further reading
3. Behavioural change and coaching
• Introduction
1. Active listening in coaching and change
2. The role of feedback in behavioural change
3. Understanding coaching
4. Coaching and the change manager
• Summary
• Further reading
• References
10. Facilitation
    Dan Skelsey
1. The role of the facilitator and the skills required
• Introduction
1. The role of the facilitator
2. Techniques of questioning
• Summary
2. Preparing a group process
• Introduction
1. Factors to be considered
2. Purpose — setting objectives
3. Product — techniques for capturing and organizing the information in a session
4. Participants — selecting and preparing participants
5. Participants — external facilitators
6. Process — creating an agenda
7. Place — selecting and preparing the venue
8. Practical tools — technology in physical meetings
9. Probable issues — what if?
• Summary
3. Facilitating a group process
• Introduction
1. Opening a session
2. Watching for group dynamics
3. Personality types and how they react in group settings
4. Techniques for intervening
5. Changing the agenda
6. Closing a session
• Summary
4. Virtual meetings
• Introduction
1. Selecting the technology
2. Issues in virtual meetings
• Summary
5. Facilitation structures and techniques
• Introduction
1. Basic principles
2. Structures
3. Techniques for building information
4. Techniques for prioritizing, decision making and reaching a consensus
5. Approaches to larger workshops
• Summary
• Further reading
• References
11. Sustaining change
    Helen Campbell
1. Sustaining change concepts
• Introduction
1. Concept of 'fit'
2. Systems thinking
3. Levers and leverage
4. Levels of adoption
5. Tipping point and critical mass
6. Reinforcing systems
7. Measuring change adoption
8. Transition management
• Summary
2. Useful checklists and tools
• Introduction
1. Planning to sustain change
2. Managing the transition
3. Adopting and embedding change — making it stick and keeping it stuck
4. Change management tool — sustaining change
• Summary
• Further reading
• References
12. Personal and professional management
    Ray Wicks
1. Leadership principles
• Introduction
1. Personal effectiveness
2. Self-awareness: putting yourself in the picture
3. Leadership and authenticity
4. Leadership approaches
5. Problem solving and creative thinking
• Summary
• Further reading
2. Building team effectiveness
• Introduction
1. Stages of team development
2. Developing an effective team
3. Balancing focus on results with effective people management
4. Overcoming the dysfunctions of a team
5. Working with a changing team or context
6. Leading virtual teams
• Summary
• Further reading
3. Emotional intelligence
• Introduction
1. What is emotional intelligence?
2. Can I learn emotional intelligence?
3. Resilience
4. The emotionally intelligent change manager
• Summary
• Further reading
4. Effective influence
• Introduction
1. Sources of power
2. Influencing styles and approaches
3. Influencing models
• Summary
5. Negotiating
• Introduction
1. Defining negotiation
2. Approaches to negotiation
3. Phases of negotiation
4. Conducting negotiations
5. Emotionally intelligent negotiating
6. Cultural impacts on negotiation strategies
• Summary
• Further reading
6. Conflict management
• Introduction
1. What does conflict mean?
2. Sources of conflict
3. Conflict resolution versus conflict management
4. Maximizing the positive aspects of conflict
5. Knowing your preferred style
6. The effects of each conflict management style
• Summary
• Further reading
• References
13. Organizational considerations
    Tim Cole, Martin Lunn, Una McGarvie and Eric Rouhof
1. The change manager and Human Resources (HR
   Una McGarvie
• Introduction
1. Engaging with HR
2. Understanding how HR is organized
3. Employment legislation and change management
4. Change management and HR policy
5. Employee relations
6. The impact of organizational design
7. Using HR expertise to embed change
• Summary
• Further reading
• References
2. Safety, health and environmental issues in change
   Eric Rouhof
• Introduction
1. What is SHE to an organization?
2. SHE management
3. How does change management interact with SHE?
4. Managing SHE during change
• Summary
• Further reading
• References
3. Process optimization in organizations
   Martin Lunn
• Introduction
1. Process mapping
2. Mapping techniques
3. Interpretation of process maps
4. The value of a specialist in process mapping
• Summary
• Further reading
4. Financial Management for change managers
   Tim Cole
• Introduction
1. An introduction, a picture and some common terms
2. How financial information is reported
3. Planning the organization's finances
4. The value of a change initiative
• Summary
• Further reading
• References

A very well-rounded book, that manages to take the reader through the basics to the more advanced topics of change management. It's pretty thick, but I am still impressed by its coverage, as the subject matter is very big. That is also its weakness, as to get the most out of this book, you either have to use it as a refresher or to follow-up on the relevant references the authors specifies (not everyone has a library like mine), which could be a bit time consuming. But in the authors defense, to remedy that critique, they would have had to make the book 5-6 times larger at least.

Anyway, if you are interested in the change management area, either as a newcomer or as an old hand, this book is well worth owning.