Managing Change in the Workplace
A practical guide and reusable workbook intended for everyone expected to lead, manage and implement change in today's organizations.
It covers every aspect of managing change effectively and uses the unique CHANGE Approach™ to getting all affected on board and working towards the new way of doing things.
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Microsoft® Windows operating system
Microsoft Word®, PDF reader
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Avoid Change Management Pitfalls
Our guide will help you with:
- getting your workplace change program moving
- dealing with resisters and organizational politics
- planning for workplace change
- identifying your key stakeholders
- convincing the executive team
- dealing with competing demands and interests
- articulating what you are aiming for
- identifying the skills your people need
- making the change stick
Leverage Guiding Principles
Discover the five key principles guiding successful workplace change initiatives and why you need to incorporate them into your change program.
Apply to All Aspects of Change
Make the most of the reusable and editable 24 page Workbook to:
- map your change program profile
- develop your change strategy
- articulate your change goals
- identify and manage stakeholders
- develop a training plan
and more ...
Customize to Your Needs
Apply the lessons immediately with the included customizable Microsoft Word-based tools and templates.
Practical tools that you can use time and again include:
- Scoping worksheets for drawing your program's change profile
- SWOT Analysis for identifying the forces for change in your organization
- Goal setting tool for writing effective change program goals
- Force Field Analysis for developing a strategy for managing resistance
- Stakeholder worksheet for identifying and managing stakeholder expectations
and more ...
Who Uses this Guide?
Anyone involved in leading, managing or implementing organizational change, including:
- Program Managers
- Human Resource Consultants
- Workplace Change Leaders
- Human Resource Managers
- Program Sponsors
- Org Development Consultants
- Steering Committee Members
- Project Managers
- Team Leaders
- Line Managers and Supervisors
- Team Members
- Middle Level Managers
Powerful Process Approach
Learn to use the six phases of the CHANGE Approach™ to guide you from the initial good idea to eventual institutionalization of the new way of working.
Our guide will show you how to:
- use the discipline of project management to get results
- build effective teams for workplace change
- create an effective communication plan
- use performance measures to gain credibility
- delegate responsibility so that people will act
- make training a positive impact
- progress stuck teams
- motivate people to change
Immediate Practical Application
As you work through the guide, you will complete a series of practical exercises that will help you plan and manage your change for maximum impact.
On your journey, you will be treated to a variety of tools, techniques and tips for ensuring that your change lasts.
Buy with Assurance
If this product does not meet our exacting quality standards, write to us within 30 days for a full refund.
This section lists all of the items contained within the supplied Managing Change in the Workplace zip file.
Managing Change in the Workplace
Practical 97 page guide to managing change in organizations, including templates
Managing Change in the Workplace Workbook
Reusable and customizable Workbook in Microsoft Word® format, comprising 13 worksheets, checklists and templates
Quick Start Guide
Two page handy reference guide for identifying the Managing Change in the Workplace files and using them productively as quickly as possible
License terms stipulating usage rights and warranties for Managing Change in the Workplace
"I purchased Managing Change in the Workplace as this is something that our organization is going through – change! I found the tools very useful and the information helpful in that it was written in easy to understand – plain English. As with most organizations experiencing change, we had an idea of what we needed to do but couldn't fully capture how to do what we needed to do. Your materials assisted us greatly in accomplishing that task. I recommend this particular product for any organization that knows they are going to experience changes to their culture. If you are able to understand the complexities of what occurs during times of change, you are certainly in a better position to manage it. Thank you to Business Performance Products group for valuable insight!"Kellie Auld, CHRP
Human Resources Advisor
"We are delighted with this programme. As our business is going through restructuring and have already implemented new operational systems, we have experienced considerable resistance from the staff. Using the steps and the structured approach helped us to analyse the situation. We have already ironed out several issues (SMART goals) and the staff are more motivated and committed to the change. We appreciate your professional service and will definitely be using more of your interesting resources."Margy Jackman
"For the past five years, my work has involved going into Public Sector organizations and helping them conceptualize, implement and evaluate projects aimed at making changing in the workplace. The changes were often aimed at improving their levels of service delivery. Before very long, the successful implementation of such projects led to requests for training in Change Management from the organizations with which I worked. In almost all cases, the organization's management was interested in building the capacity among their staff members to manage continued change.
These requests led me on a quest to find resources that would help me share practical, proven tools for change management with the participants in these workshops. While I could find lots of theory on change management, I was having difficulty finding good practical information that I could use and share.
That is until I found the Managing Change in the Workplace guide. At the time I was preparing for a workshop for a Public Sector Reform Unit which had for over two years been trying to find a change management framework within which to complete its work. I needed to present them with ideas that were different from what they had been hearing about in the past. I was wary of sounding just like other consultants who had not been able to help them experience any 'wins'.
The Managing Change in the Workplace guide presented me with just what I needed. Using simple language, the guide laid out the issues relating to change in organizations in a logical and easy to understand sequence. In many ways the guide helped me to organize my own thoughts about change management. While the content may not have been new, the way in which it was presented definitely was different.
Perhaps the most exciting feature of the guide is the inclusion of the practical tools for change management. I have found that being able to share practical tips and tools with the participants in training workshops is invaluable. Being able to help people do something cannot be replaced by telling them about a process. Since I started using the managing change guidelines, I have been able to leave the participants feeling that they could start to do something practical to change their organizations from the day after the workshop.
To date, Managing Change in the Workplace is the best resource I have found anywhere to help me do my work. I am more confident when I approach assignments now than I had ever been before. I would recommend the guide to anyone involved in change management without any reservations."Cindy Emmanuel McLean
Change Management Consultant
Caribbean Centre for Development Administration
"There are many books available that proclaim their ability to manage change. But seriously, can you really manage change? Change happens and when it does, it happens to people. Any time people are involved, a lockstep 1-2-3 approach to anything is simply is not going to work. So, when I am asked to review a process, procedure or book that seems to promise to do just that, I am always a bit skeptical. Les Allan, the Managing Director of Business Performance Pty Ltd, writes on business and organizational change and he recently released the second edition of his book, Managing Change in the Workplace.
Change is a process and Les Allan notes that each and every one of us has either initiated change or been on the receiving end of a change. In the introduction, Les states that 'moving to a new way of working is inherently messy,' and that 'it is people - thinking and feeling people - that will carry through your change.' He goes on to state that his guide 'will not provide you with a magic solution to the complexities and uncertainties' of change.
And that is where he had my attention.
Managing Change in the Workplace is not your usual book on leading and managing change. The chapters sequentially move the reader through a change process and provide valuable information on understanding change, principles guiding successful change programs, the CHANGE Approach, managing resistance to change and managing change through projects and through teams.
The CHANGE Approach is the heart and soul of the guide and offers a 'disciplined understanding of how organizations achieve real benefits through change.' The phases of the CHANGE Approach are:
- Create tension. Articulate why change needs to happen.
- Harness support. Get key stakeholders on board.
- Articulate goals. Define specific and measurable outcomes.
- Nominate roles. Assign responsibility to specific individuals.
- Grow capability. Build necessary systems and competencies.
- Entrench changes. Institutionalize the change.
Managing Change in the Workplace is different from other guides because it is packaged with a reusable and customizable change program workbook. Regardless of where a reader is in planning or implementing a change process, or how comfortable they feel in leading change, there is something in the guide for them.
Readers can scan the chapters and pick out the chapter or section that interests them the most. They can use all or part of the workbook. They can tailor this guide to their needs and the needs of their supervisors or team members. As a reader works through the guide and workbook, they actually are able to apply the lessons learned to their current change program.
Managing Change in the Workplace is a solid, practical guide from beginning to middle to end for anyone embarking on a change initiative for the first time, wanting a refresher on the change process, or facing resistance to change and definitely worth a look."Lisa Rosendahl
Human Resource Director, SPHR
Source: Book Review: Managing Change in the Workplace
"After doing a post on change management a while back I got introduced to Leslie Allan's ebook titled, Managing Change in the Workplace: A Practical Guide. True to its title, it is indeed a practical guide. The author provides step-by-step actions to guide the reader through the change process. Although quite short (I love short books!), it is extremely comprehensive.
Allan describes the aspects of the change management process and how to implement change successfully. In doing so, not only does the reader get introduced to the 5 principles guiding successful change programs and the author's CHANGE implementation approach, but there are also primers on goal setting, project management, and forming teams – all necessary components for implementing change successfully."Nick McCormick
Principal, Be Good Ventures, LLC
Author of Lead Well and Prosper
Source: Joe and Wanda on Management
"If you are interested in change management you probably, like me, have a dozen or more books on your bookshelf, each on one particular dimension of the change management process and none addressing the whole process. You also know you'll probably buy the next highly acclaimed one to be published as you search for that elusive 'answer' that will produce the desired outcomes from your change management initiatives.
This is why Leslie Allan's book is such a gift to executives, leaders, managers and supervisors who want to initiate a change process in their organizations. It's a complete guide and true to its subtitle a very practical guide.
How often have you heard the comment: Change doesn't work? True, it doesn't for many people and organizations. It doesn't because change management initiatives are often poorly conceived, planned and implemented. It is important to note at the outset that Leslie Allan believes that for change management initiatives to be successful in organizations they need to be led by the CEO, executives and managers, not HR. So his book outlines a process these people can go through that gives the best guarantee possible that the change they want and need to implement will provide the outcomes they desire.
The book is actually a workbook and that's why it is so valuable. It takes teams and their leaders through the entire change management process from conception to implementation. It is not, however, the read-chapter-1 and do-chapter-1 and then move-on-to- chapter-2 book. Rather it is a book a change management team, with a commitment to reflective practice, could work through as a group PRIOR to commencing a change process in their organization. This would mean that the leadership team becomes conscious of the possible challenges to the successful implementation of their plan in advance and can address them. In other words, many of the obstacles to success would be addressed BEFORE the process even begins.
This is not, however, a book about slick strategies. At the outset it contextualizes change management, which is crucially important for any change management team to do to ensure the integrity of their initiative. This is the part that is often neglected or only superficially addressed and therefore results in a poorly conceived and ultimately failed process. Leslie Allan raises the importance, at the outset, of addressing six contextual issues:"
- forces for the change – what are both the external and internal forces in their country, industry, organization and in the global community?
- scope of the change – how much of the organization will it encompass or impinge on?
- objectives of the change – is it about infrastructure, systems, people, structure or culture?
- duration of the change – is it short, intermediate or long?
- depth of the change – will it be incremental and linear or transformational and multi-dimensional?
- direction of the force for change – will it be driven from the top or will it emerge from the front-line workers?
It is Leslie Allan's six phase, innovatively presented CHANGE process, however, that forms the major part of his book.
Each of these phases is addressed in great depth and worksheets are provided for each, allowing people to record and document their ideas and responses as they proceed. While this approach has been presented in a linear fashion so that people can see the process, Leslie Allan makes it very clear that it is not, in practice, a linear process. He makes the point throughout the book that it is people, not machines, that make change happen – or obstruct it – and that those leading the change need to go back and around all the time, re-iterating the vision and repeating the message in a wide variety of ways to gain the support of their people.
In fact, one of the most important chapters for me was the G section on Growing the capability of people. After all this is my area of expertise and interest! Leslie Allan stresses the importance of investing in the organization's people and their training, taking into consideration their various ways of learning and coming to know and understand, if we want change initiatives to be successful. This fitted well with the emphasis he put on the importance of communication in his H section on Harnessing Support.
One of the great values of this book is that it does address the important planning issues relating to organizational and business objectives. It does address, for example, the performance metrics in change management, but as well it strongly supports the engagement of the organization's people in the process of change and offers much support, ideas and suggestions for how to do that in a way that will ensure the success of the change initiative. It emphasizes the need for those leading the process to not only be technically proficient but to also have highly developed soft skills, those all important people skills, interpersonal and communication skills.
This book is too comprehensive to review in its entirety. It's a book, however, that I'd recommend to a whole range of professionals and business leaders, not only to those people initiating a change management process. It has excellent sections for project managers, teams leaders and people engaged in training and development, for example. It also has valuable information on the psychology of resistance and how to win people over to new ideas and change, an excellent section on communication, good information on goal setting and a comprehensive section on team building.
While seeing this book as a very valuable book on change management to have on your bookshelf, I'm not promoting it as the magic bullet of change management, because there is nothing magic about change. It is hard work! The book is, however, a very helpful, practical and excellent guide to the change management process. It charts a path to follow; it raises very pertinent questions for consideration; it offers many, many solutions to common problems faced in change management initiatives. The thirteen worksheets it provides to accompany the book mean that, having worked through the book, the readers have a very well-developed draft of a change management process – all in advance of commencement.Dr. Maree Harris, PhD.
Licensing and Copyright
Your use of Managing Change in the Workplace is strictly governed by the terms of the product's License Agreement. A Single User License allows one person only to use the software on one or more computers and to print out one copy only of the Managing Change in the Workplace PDF guide.
For example, if your organization employees three internal consultants to manage local and organization-wide change programs, your organization will need to purchase three licenses. When ordering online, enter "3" in the Quantity field. If ordering by telephone, tell the customer service representative that you require 3 licenses. Quantity discounts apply when you purchase more than one license.
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If you are an external consultant or trainer delivering services to client organizations or wish to include our materials in your training program, you will require an External Consultant or Training Materials License Agreement. Visit our Special License portal to find out more.
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Whether your organization or department is about to embark on a new change journey or your current change initiative has faltered, our team of expert consultants, coaches and trainers are ready to assist.
Our associates are leaders in their respective fields, having earned the respect of both clients and peers. Each consultant delivers services with the highest professional standards and an emphasis on results.
Contact us now for assistance in selecting the right consultant for your needs.
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Leslie Allan has been assisting organizations improve their capability for over 20 years. He has contributed in various roles as manager, consultant and trainer within the manufacturing and service industries, both for public and private sector organizations. Leslie has led and been involved in the full gamut of change programs, including training function start ups, strategic planning, new technology implementations, continuous process improvement, building relocations, workplace communications and customer focus initiatives.
Leslie is a prolific writer on business issues, with many journal and web articles to his credit. He is also the author of five books on employee capability, training and change management. Leslie currently serves as Divisional Council Member for the Australian Institute of Training and Development and is a member of the Australian Institute of Management and the American Society for Quality. Leslie may be contacted by email at email@example.com