Managing Business Change For Dummies E-Book

Beth L. Evard

• Herausgeber: John Wiley & Sons
• Kategorie: Ratgeber
• Sprache: Englisch

Seitenzahl: 602

Veröffentlichungsjahr: 2011

Beschreibung

Managing Business Change For Dummies gives you practical step-by-step advice for evaluating your organization's change effort from start to finish. This friendly guide brings you specific techniques and tools for each step of the change process -- from how to pinpoint potential problems and resolve them quickly, to how to help employees respond to change with more flexible and positive attitudes.

Leseprobe

Managing Business Change For Dummies

by Beth L. Evard and Craig A. Gipple

Managing Business Change For Dummies®

Published byWiley Publishing, Inc.111 River St.Hoboken, NJ 07030-5774www.wiley.com

Copyright © 2009 by Wiley Publishing, Inc., Indianapolis, Indiana

Published by Wiley Publishing, Inc., Indianapolis, Indiana

Published simultaneously in Canada

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Library of Congress Control Number: 2001089362

ISBN: 0-7645-5332-1

Manufactured in the United States of America

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About the Authors

Beth L. Evard: Beth (Farmington, CT) is an organizational psychologist and the founder of Success through People. She began as a teacher of children with learning disabilities, as well as the learning proficient at the University of Arizona and the New York Medical College. Prior to starting her own company, she worked as a consultant with Coopers & Lybrand. Today, she provides consulting expertise on the human side of change management. She assists leaders to create change-adept organizations — where employees manage more effectively the turmoil, conflict, and stress that come with never-ending transformations.

Craig Gipple: Craig (Wayne, NJ) is president of Leadership Solutions, Inc., a consulting firm specializing in change management and quality. As a consultant, he has assisted a wide range of companies in planning and implementing change efforts. Prior to becoming a consultant, Craig worked at AT&T for 34 years, most of them as an executive leading divisions and teams with up to 6,000 employees. As an AT&T officer, Craig led AT&T organizations through major changes such as Bell System Divestiture, reorganizations, downsizing, process management, reengineering, culture changes, and network modernization.

Blending their two very different backgrounds, Craig and Beth give leaders both an insider’s executive perspective, and an outsider’s organizational development view. Similarly, they integrate the technical approach to managing change with the rarely seen human focus. For additional information, call 1-800-551-4008 or see their Web site at www.leadersolutions.com.

Dedication

To the women and men who dare the unknown of organizational change.

Authors’ Acknowledgments

We owe a special intellectual debt to Daryl R. Connor from whose workshops, books, and conversations both of us first learned in a systematic way about the nature and process of change. Today, anyone who thinks or writes about change inevitably stands on Daryl’s shoulders.

Our heartfelt thanks to Ed Knappman, our great agent, who not only connected us with Hungry Minds, but also acted as a caring coach, mentor, and advisor throughout this entire experience. We also want to say “thank you much” to Ed’s associate, Vicki Harlow, for skillfully pursuing that unique world of permissions. Vicki, we wish you well!

We also deeply appreciate the editorial assistance we received from Dick Worth, who improved our prose immeasurably and helped us traverse our new path as authors. Without Dick’s efforts, this would be a far less readable and enjoyable book. We are also grateful to Karen Garoukian Ferraro for her great job as our technical reviewer.

We are especially appreciative of all the folks at Hungry Minds, especially Holly McGuire, senior acquisitions editor, and Kelly Ewing, project editor. Holly and Kelly have provided the guidance and support we needed anytime we needed it. The third person within Hungry Minds who was most critical to this effort is our project coordinator, Regina Snyder, who was a crucial contact during the production process.

Beth wants to thank a few other people. First, she thanks John Sanger and Natalie Goldberg, who showed her how to translate decades of experience into the world of words. From Gil Fronsdale and Jack Kornfield, she learned how to enter the writing “zone,” focusing only on each moment as it arises. And finally, a special thank you to her husband, John, who gave up many weekend mornings to listen, provide insight, and cheer her along.

Craig wants to close this by recognizing the people who worked with him during his career at AT&T and during his present career as a consultant. Those are the people that really taught him about change. And finally a special thank you to his wife, Margaret, who has supported him through thick and thin, including the writing of this book.

Publisher’s Acknowledgments

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Some of the people who helped bring this book to market include the following:Acquisitions, Editorial, and Media Development

Project Editor: Kelly Ewing

Senior Acquisitions Editor: Holly McGuire

General Reviewer: Karen Garoukian Ferraro, Principal, KGF Consulting, LLC.

Editorial Manager: Jennifer Ehrlich

Editorial Administrator: Michelle Hacker

Composition

Project Coordinator: Regina Snyder

Layout and Graphics: Amy Adrian, Stephanie D. Jumper, Jackie Nicholas, Barry Offringa, Jeremey Unger

Proofreaders: John Greenough, Susan Moritz, Marianne Santy, TECHBOOKS Production Services

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Diane Graves Steele, Vice President and Publisher, Consumer Dummies

Joyce Pepple, Acquisitions Director, Consumer Dummies

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Michael Spring, Vice President and Publisher, Travel

Brice Gosnell, Associate Publisher, Travel

Suzanne Jannetta, Editorial Director, Travel

Publishing for Technology Dummies

Richard Swadley, Vice President and Executive Group Publisher

Andy Cummings, Vice President and Publisher

Composition Services

Gerry Fahey, Vice President of Production Services

Debbie Stailey, Director of Composition Services

Contents

Title

Introduction

About This Book

Conventions Used in This Book

Foolish Assumptions

How This Book Is Organized

Icons Used in This Book

Where to Go from Here

Part I : Who, Me? Change?

Chapter 1: Expect the Unexpected

If You’re Breathing, Then Expect Change

A New Look at Change

The Human Face of Change

The Role of a Leader — at Every Level

Chapter 2: What Is Changing?

The Changing World

The Changing Organization and Its Workforce

The Things That Aren’t Changing

Making Sense of All This

Part II : Over Two-Thirds of Changes Fail — Don’t Let Resistance Put You in This Statistic

Chapter 3: Resistance: Looking at Losers and Winners

Getting That Competitive Edge

Difference 1: Recognizing That You Don’t Have the Market on Reality

Difference II: Planning Before You Leap

Difference III: Making Managing Change a Part of Your “Real” Work

Difference IV: Calling a Truce with Resistance

Making Yourself a Winner

Chapter 4: Don’t Shoot! Resisters Aren’t Your Enemies

Knowing Your Options with Resistance

Avoiding the Six Myths of Resistance

Unlocking the Power of Resistance — Listen to Excuses

Words of Wisdom

Chapter 5: Why People Will Always Resist

Reason I: Feeling Out of Control

Reason II: Drowning in Change

Reason III: It’s a Terrible Idea

Reason IV: Too Many Past Failures

Reason V: Protecting Self-Worth

Chapter 6: If Knowledge Is Power, How Do I Get More Of It?

The Inside Scoop from Friends and Favorites

The Power of Employee Focus Groups

Grab a Chair and Sit Right Down

Here a Survey, There a Survey, Everywhere a Survey

Munching Biscuits with the Boss

The Suggestion Box — With or Without Paper

What to Do with All That Knowledge

Chapter 7: Managers Resist Change, Too

Managers Are Human, Too

Five Resistance Traps to Avoid

The Higher You Rise, the Less You’re Forgiven

Chapter 8: Skills for Working with Resistance

Controlling Your Emotions — Don’t Be Pavlov’s Dog

Drawing on Your Skills for Reducing Resistance

Chapter 9: Assessment: How’s Your Organization Doing with Resistance?

Recording Your View

Part III : Planning Your Change — From Calamari to Tiramisu

Chapter 10: Making Sure That Your First Step Is The Right One

Getting Trapped in the Loser’s Circle

Packing the Two Ps — Purpose and Prioritization

Paying the High Price of Failure

Staying the Course

Chapter 11: Getting Your Act Together

Skimping on Planning: Tempting but Deadly

Forming the Change Management Team

Understanding the Process of Change

Creating a Winning Process

Chapter 12: Describing Your Present World

Creating a Balanced Perspective

Acknowledging What’s Going Right

Understanding the Issues and Concerns

Crafting the Need for Change — in Ten-Cent Words

Chapter 13: What Does Your Brave New World Look Like?

Two Important Do’s

Creating Your Desired State — What’s in It?

Linking Your Desired State to Issues and Concerns

Customizing Your Future

Chapter 14: Creating Your Implementation Plan — Even When You Don’t Want To

Understanding the Power of Your Implementation Plan

Designing Your Plan’s Design

Focusing on the Technical Side

Focusing on the Human Side

Chapter 15: Now, What Do You Tell Your Employees?

Preparing for Your Inaugural Address

Getting the Most from Their Questions and Your Answers

Making Sure That People Leave with the Right Messages

Chapter 16: Assessment: How’s Your Management Doing with Planning for Change?

Recording Your View

Tallying and Interpreting Your Score

Part IV : Leading the Charge

Chapter 17: The Many Faces of Leadership

Leaders Are Many Different People

Leaders Are Coaches

Leaders Are Models

Leaders Are Investigators

Leaders Are Actors

Leaders Are Builders

Leaders Are Human Beings

Chapter 18: Making Communication Work for You

Looking at Communication

Creating Powerful Messages

Presenting Powerful Messages

Planning Your Communication Strategy

Chapter 19: Celebrate Successes

Understanding Recognition

Creating Many Small Successes

Avoiding Great Ideas that Sour

Developing Your Recognition Plan

Chapter 20: Assessment: How’s Your Management Doing with Leading the Charge?

Recording Your View

Tallying and Interpreting Your Score

Part V : Taking Care of Yourself — No One Else Will

Chapter 21: Five Keys to Mental Mastery

Reviewing New Research

Fortifying Your Flexibility

Maintaining Your Mindfulness

Perceiving the Positive

Persisting with Patience

Cultivating Your Compassion

Chapter 22: Powerlifting for the Mind and Body

Mind-Body Connections

Meditation

Exercise: Cardiovascular and Strength Training

Yoga

Pilates

Tai Chi

Choices

Part VI : The Part of Tens

Chapter 23: Ten Things That Every Change Winner Does

Gains Commitment from the Management Chain

Celebrates Successes

Creates a Single Direction

Undertakes Only Necessary Changes

Takes Time to Plan

Communicates Well and Continually

Listens to People’s Issues and Concerns

Stays Personally Involved

Protects People’s Self-Worth

Works with Resistance — Not Against It

Chapter 24: Ten Barriers to Successful Change

Employees Feel Treated like Robots

Change Has a Flavor-of-the-Month Track Record

Resistance Goes Undercover

Employees Are Saying, “I Don’t Know How This Affects Me”

The Culture Is Different than the Change

HR Policies Are Different Than the Change

Your Employees Are Stressed Out

Turf Battles Occur

Employees Believe Change Is Not Needed

Leader Lacks Credibility

: Further Reading

Introduction

I f you want your company to successfully implement any change initiative, you need to know what you can do as a manager. Most changes fail because of resistance, and how you react to it can make or break your change effort. This book gives you ideas and ways to not only understand change, but to help deal with the change you’re sure to encounter along the way. You also find out how to plan your change, as well as lead your team. Change doesn’t happen overnight or on its own — but change failure happens faster than you realize.

In this book, you discover everything you need to know and more about managing change within your organization — and most importantly, the actions you can take as a manager to help ensure a successful 21st century for your organization. As a manager, you can do a lot!

About This Book

If you’re walking on this earth in human form, change walks with you. No matter where you go, it follows. You can’t lock it away in a maximum-security prison, nor can you outrun it. Change is here to stay. That’s why the more you know about change, the better prepared you are to take life’s lemons and turn then into soufflés, or meringue pies. The more change tools you skillfully wield, the more deftly you influence others at work and play. Because knowledge is power, the more knowledge you possess about change, the greater your powers for controlling your own life.

So, this book is for you if you:

Have survived working in a flavor-of-the-month environment

Work in a stress-filled job with little support and recognition

Have gotten a new manager, boss, or administrator

Have gone through a merger or acquisition

Need to persuade others to change, but don’t have the power to make them

Have just been promoted into a new job and still not sure what you’re doing

Work for an organization that’s experiencing phenomenal growth

Are downsizing

Are leading a change that requires people to modify their jobs or thinking

Although you can read this book from front to back if you’d like, you can actually use it as a reference book. If you’re in the midst of change and are encountering resistance, you may want to check out Part II. If you’re getting ready to implement a change, then you need an implementation plan. Enter Part III.

Conventions Used in This Book

We don’t use many conventions in this book, but here are a few that you may want to know about:

Whenever you see a word in italics, we are defining the term for the first time in the book.

We use the words “employees” or “staff” to refer to the individuals you supervise.

Foolish Assumptions

To write this book, we had to make a few assumptions about you, the reader. We assumed that:

You’re a manager at some type of organization.

You’re about to experience or are in the midst of implementing some type of change.

You realize that what you do as a manager greatly impacts any change initiative.

How This Book Is Organized

This book is made up of six parts, which each consist of several chapters. Each part focuses on a particular issue, and each of the chapters within the part gives you specific information.

Part I: Who, Me? Change?

This part explains the intricacies of change and is designed to help you make sense of all the change that is occurring in today’s world. In Chapter 1, you not only receive a definition of change, but you discover how you feel when change happens to you personally and to your organization. Chapter 2 examines change as a worldwide phenomenon, as well as its effects on the workforce.

Part II: Over Two-Thirds of Changes Fail — Don’t Let Resistance Put You in This Statistic

This part takes a deep look at the inevitable challenge of resistance and what you can do to combat it. Chapter 3 talks about the difference between change winners and losers and how they deal with resistance. Chapter 4 talks about the excuses related to change, while Chapter 5 talks about the reasons people will always resist. Chapter 6 gives you tools for ensuring that you have the information needed to deal with resistance, and Chapter 7 talks about the often unidentified problem of manager resistance. Chapter 8 offers skills for reducing resistance, and Chapter 9 helps you assess how your organization is doing when it comes to handling resistance.

Part III: Planning Your Change — From Calamari to Tiramisu

In this part, you find out about the importance of planning your change. Chapter 10 talks about examining your reasons for changing, while Chapter 11 talks about the early steps you should take when you’re considering change. Chapters 12 and 13 help you examine your current world, as well as the post-change world you envision. Chapter 14 takes you through the steps of creating an implementation plan, while Chapter 15 helps you figure out the change message you’d like to send to your staff. Lastly, Chapter 16 helps assess how your management is doing in the area of change planning.

Part IV: Leading the Charge

Change can’t happen on its own; you need successful and determined leaders to implement it. In this part, you find out how you can be a successful change leader. Chapter 17 talks about the different roles you face as a leader, while Chapter 18 discusses the importance of change communication. Chapter 19 examines recognizing change successes along the way. Chapter 20 offers an assessment that you can take to find out how you’re doing leading the change.

Part V: Taking Care of Yourself — No One Else Will

This part may seem a little off the beaten path, but it’s all related. If stress ties you up in knots and makes you vulnerable to the latest virus, then it’s impossible for you to be a change winner. In this part, you find out how you can take care of yourself, both mentally and physically. Chapter 21 discusses the importance of mindfulness and positive thinking, while Chapter 22 talks about the many options you have at your fingertips to relieve your physical and mental stress.

Part VI: The Part of Tens

Lastly, we have the infamous ...For Dummies Part of Tens. Each chapter in this part gives you — what else? — a list of ten things that can help you manage change successfully. You discover ten things every change winner does, ten barriers to change, and ten characteristics of a successful change implementation plan. If you like lists, then this part is for you.

Icons Used in This Book

If you’re observant at all and you’ve thumbed through this book, you’ve probably noticed the little icons located in the margins. Each one is designed to tell you something at a glance.

Whenever you see this icon, we give you a shortcut or some advice.

You’ll want to remember the text you see next to this little icon. It’s important.

This icon warns you when things may not go your way.

This icon highlights human-interest stories from our experience that you may benefit from.

You don’t need to remember the information next to this icon unless you want to. It tells you the nitty-gritty details of a technical point regarding change.

Where to Go from Here

You can use this book in a number of ways. If you like things nice and orderly, grab a seat and start with Chapter 1. If you prefer to use this book as the reference book it’s designed to be, either scan the Table of Contents for a topic of interest or look up a particular concern in the Index. Then flip to that page and read away.

Part I

Who, Me? Change?

In this part . . .

No one needs to tell you that life often spins out of control. In this part, you discover what change really is and how you and others may feel when uncertainty strikes. You also get a look at the changes that are occurring worldwide — and what changes aren’t occurring.

Chapter 1

Expect the Unexpected

In This Chapter

Living with change in and around you

Keeping your cool when things get messy

Getting comfortable with impermanence

Defining the key tools for successfully managing change

Taking stock of the changes going on in your life

“I’m sorry to say so but, sadly, it’s true that Bang-ups and Hang-ups can happen to you.”

Dr. Seuss Oh, the Places You’ll Go!

N o matter how hard you try, eventually your shiny, new car always gets a few nicks and scratches on it, or even an ugly dent. Your closet probably has a few favorite pieces of clothing that now fit a smidgen too snugly. Your company may have been bought, and work-life as you knew it radically altered. Or, maybe, someone else snatched away that promotion or that great deal for which you worked so hard. Face it — in this life everybody meets with a few “bang-ups and hang-ups” — changes that disrupt their plans. The question isn’t about how to avoid the bumps and bruises that come with change (because you can’t), but rather how you respond when things don’t go as you expected or when life as you know it gets turned upside down and inside out.

If you’ve spent your hard-earned money to buy this book, most likely you want to make change work for you rather than against you. You probably want to take the initiative rather than react defensively or wallow in self-defeating victimhood. And if you manage an organization, you undoubtedly want to lead others into action, not struggle against their self-protective reactions — known as resistance. You’ve come to the right place. You’re holding a book that gives you tools and techniques for succeeding with change — in both your professional and personal life (though we focus more on your work world).

It was Louis Pasteur, the 19th century French scientist who developed both the process that pasteurizes your milk and the vaccinations that protect you health, who said, “Chance favors only the prepared mind.” You might also say that change favors only the prepared mind.