This trainer’s toolkit contains 30 practical instruments to enable you, and other change agents in your organisation, to think clearly about the changes you are managing. These tools help you to plan, communicate and implement changes; they’ll help you to think differently and encourage you to step out of the ‘business as usual’ mentality.
The instruments are divided into five main sections, representing a clear, five step approach to change.You can use them to guide you through a complete change process, or dip into them whenever you need some help with a specific problem.
Now available with CD-ROM containing all the pages as pdf files.
Subjects covered include:
- networking change
- resistance to change
- self-assessment
- communication
- assumptions
- global vision
- phases of change
- making interventions
List of Activities:
PART I GETTING STARTED:
Reading advice:
You should read this section before going any further; it contains all essential information concerning the set-up and use of this Toolkit.
BACKGROUND:
This section contains background information on change and the set-up of the Toolkit. A summary of this background is given on the last page of this section. Read this section for interest or when you have to deal with change for the first time.
- Change now has a continuous character
- Change is about shaping the future
- The keywords of this Toolkit: change, preparation and implementation
- Change and continuity Incentives to chang
- Organisations are based on people
- Coping with change
- There is no single yet simple approach for change
- Change starts with a compelling vision
- The manager as leader for change
- Roles of the manager
- The five steps of change
- Instruments for change
- Methods, tools and techniques for change
- Structure of the instruments
- The how-to questions of change
- Structure of this Toolkit
- How to use this Toolkit Summary
PART II THE FIVE-STEP APPROACH:
Reading Advice
This section contains the five-step approach. Read it when you deal with change for the first time. Use the checklists as reminders.
Step 1: Prepare yourself
Step 2: Create a basic framework with your inner circle
Step 3: Prepare with your management team
Step 4: Fully-fledged preparation moving to implementation
Step 5: Kick-off and keep it going
PART III THE INSTRUMENTS:
Step 1: Prepare yourself
1. Taking account of your change agent talents
Are you the right person for the job?
2: Assessing your readiness for change
Are you capable of changing yourself?
3: A brief force-field analysis of your inner circle
Who are the people that can help you develop first ideas about the forthcoming changes?
4: Questioning your assumptions
What are your basic personal drives?
5: How do you influence?
What is your personal leadership style?
6: Do you have an image of the future?
What kind of organisation are you aiming for?
7: How did you hear the news?
How to analysis the change message
8: How well do you listen?
What are your skills in communicating with people?
9: Can you deal with stress?
What are the factors that create your personal stress level?
10: Creating the basis for communicating about change
What is the message you have to tell and how should you tell it?
Step 2: Creating a basic framework with your inner circle
11: Assessing your communications
What are the actual means you use to communicate in your organisation?
12: The phases of change
How do people go through a change process?
13: Strategies for implementation
What choices do you have to develop your strategy for change?
14: Assessing the areas for change
What are the organisational areas that are affected by this change and how changeable are they?
15: Interventions
How to choose the deliberate and proper actions to make change happen
16: Analysing the change problem
What is the nature of the change problem you have to deal with?
17: Building a compelling vision
How to create a vision that stands central in the change process
18: Changing paradigms
Is your organisation changing fundamentally?
19: About the changeability of people
How to deal properly with the limits of changing people
Step 3: Prepare with your management team
20: Making a communication plan and checking the outcome
How to create the bases of communication
21: Developing an implementation network
What are the implementation roles you have to deal with?
22: Making a commitment chart with your management team
Who is for and who is against change, and how do you detect that?
23: Translating a vision into action plans
Who will do what, when and why in the change process?
24: Setting the organisational agenda for change
Are you prepared to devote yourself to the goal you want to achieve?
25: Designing a framework for implementation
What is the structure of your change process?
Step 4: Fully-fledged preparation moving to implementation
26: Detecting resistance
What is resistance all about?
27: Coping with resistance through the process of change
How do you deal with the change process?
28: How to stimulate dissatisfaction
How to kick-off the change process by deliberately creating dissatisfaction.
Step 5: Kick-off and keep it going
29: Old and new rituals: 'funerals and festivities'
How can you use rituals to facilitate your change process?
30: Putting change into practice: kick-off and monitoring
How do you kick-off, keep moving and monitor progress to stay on track?
PART IV APPENDICES
1: Questions you can ask yourself
2: Keywords list of instruments
3: Glossary of terms
4: Recommended further reading
5: List of figures
6: About the author
