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

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The second of our two models of individual change was developed in the early 1990s by William Bridges. In his book Managing Transitions Bridges (2009) makes a key distinction between ‘change’ and ‘transition’:

Purpose : people like to feel that their work has meaning and value, and will choose to invest themselves in activities they consider worthwhile. A picture that will engage the creative imagination of those affected, so that they can already ‘touch and feel’ the positive situation after the change. The change curve is a function of time. Some apparent ‘resistance’ simply reflects a difference between the position of those announcing a change and those receiving it. Those announcing the change have had a greater involvement in the process to this point, so their personal change curve is shallower and shorter. They have also had more time to process the impact of change on themselves, so are typically further through the curve. At the point of announcement those receiving the change are right at the start of their curve. Judging their early reactions too harshly as ‘inappropriate resistance’ simply fails to recognize the natural process of human change.So as we begin our thinking about organizational change, we recognize the necessity of a restless searching for change that will enable the health and success of an organ-ization – and its people – to be continually renewed as it transfers from one sigmoid curve to the next... and the next.

The book is the course text for the APMG Change Management Foundation and Practitioner course but I think the book is an excellent resource for those not undertaking the qualification and for those engaged in supporting change in organisations. How deeply an individual is affected by the change. Understanding the change from the perspectives of various stakeholders and stakeholder groups is therefore critical, so that the impact on each can be calibrated. Prosci studies over several years (Prosci, 2012) have demonstrated a close relationship between effectiveness of change management programmes and the proportion of projects that meet or exceed objectives. Those change management programmes rated ‘good’ or ‘excellent’ had an above 80 per cent success rate. Those rated ‘poor’ or ‘fair’ achieve less than 50 per cent. They highlight particularly the importance for change success of effective sponsorship, consistent communication, appropriate methodology, properly resourced change support and employee engagement. Show respect for all that has gone before. Help people to see how the best aspects of the past – its successes and, most importantly, its values – will be preserved and enhanced by the change. really fail? IBM (2008b ) Making Change Work King, S and Peterson, L (2007 ) How effective leaders achieve success in critical

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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 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. 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). Identify the reasons why the current situation cannot continue. There will be gains amongst the losses.