In order for change to be successful it must be implemented and monitored well. This topic deals with how to manage change in practice, and includes guidance on dealing with resistance and reactions to change.
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The Change Curve is based on a model originally developed in the 1960s by Elisabeth Kϋbler-Ross to explain the grieving process. Since then it has been widely utilised as a method of helping people understand their reactions to significant change or upheaval.
Tags: change theory | leading change | resistance to change | reactions to change
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In this audio interview with Sarah Thomas, Head of Customer Service Development at Eurostar, we hear how a customer and employee driven change initiative resulted in behavioural and cultural change across the whole business.
Tags: change management | customer service
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This case study looks at how Eurostar's highly successful change programme has achieved impressive improvements in customer satisfaction. Eurostar's success was a result of its highly collaborative approach, which involved both customers and employees at every step of the change process.
Tags: change management
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One of the main reasons why change fails is due to poor communication. This article offers advice on clear, effective communication both before and during the change process.
Tags: communication | implementing change | change management
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In the book Buy-In, change management expert John Kotter and co-author Lorne Whitehead present a methodology to help overcome a key problem that leaders and managers face - how to win support and buy-in for their ideas. We present an overview of the book's strategy here.
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In their book 'Switch', the Heath brothers consider how the human mind works when faced with change. They say that making a long lasting switch in behaviour will help change to stick. They propose a highly practical three step framework which change leaders and managers can use to reduce resistance to change efforts. We provide an overview of their framework here.
Tags: change management
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This article summarises the phases people will typically go through when experiencing change. It describes some of the feelings and difficulties managers might encounter and ways of overcoming these.
Tags: reactions to change | resistance to change | communication | implementing change | leading change
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As a leader or manager, a key part of your role involves communicating and implementing change in your organisation. People respond differently to change, and it is likely that you'll experience some resistance from your team. These tips explain how you can overcome resistance and give your change efforts the best possible chance of success.
Tags: change management | resistance to change
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Resistance to change is inevitable and can occur at both an individual or organisational level.
Tags: resistance to change | implementing change
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This guide provides some advice on how to overcome negativity from an employee during a change process.
Tags: resistance to change | reactions to change
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Change is an inevitable part of life. Significant change can result in a barrage of emotions, some negative, some positive, and all normal. This interactive exercise generates discussion about the feelings provoked by a particular change, and allows for a balanced dialogue around the major issues raised. Allow 1 hour 20 minutes for completion, plus 30 minutes preparation time.
Tags: emotional intelligence | reactions to change
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This self-assessment will help you to review how you are currently coping with change. It is a useful framework to help you plan how you might develop your ability to react positively to change in the future.
Tags: emotional intelligence | reactions to change
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This article outlines a number of suggestions for coping with and adapting to change positively across a range of scenarios in which you may find yourself. Use it to work through your initial thoughts and concerns.
Tags: resistance to change | reactions to change
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This exercise in emotional self-awareness will help participants to identify and understand their feelings.
Tags: emotional intelligence | reactions to change
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One problem faced by managers and leaders is that of the phenomenon known as ‘change fatigue’. Here we look at what change fatigue is, what causes it, and what can be done to prevent it.
Tags: change initiative | implementing change | change fatigue
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This lighthearted take on Kotter's classic approach to change provides an interesting insight into planning for change.
Tags: john kotter | change management
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‘Multiple realities’ explains the way in which different parts of an organisation look at change from very different perspectives. We profile some of the difficulties faced by change agents in the light of this.
Tags: conflict management | transformation | resistance to change | implementing change
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Diffusion of Innovation theory is a versatile, universal and relevant method of determining the reactions of an individual or group to an innovation. In this article we look at how individuals and groups adapt to new innovations in different ways and at different rates.
Tags: diffusion of innovation | reactions to change | evaluating change
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Managing the change process is made more difficult when hostility and resistance is encountered. Bob Leiser, principal consultant at Impact Plus, outlines some techniques designed specifically to counter this.
Tags: resistance to change
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Everyone adopts new technology and innovations at a different rate. This interactive self-assessment will help you determine how you react to new advances.
Tags: leading change | resistance to change | interactive content
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The ADKAR model of change management allows the change process to be viewed from both the business and the people dimensions, and is a simple yet effective method of successfully managing change. In this article we look at how ADKAR can bring the two dimensions together, resulting in a change management methodology that is easy to understand and implement.
Tags: adkar | change theory
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This self-assessment uses the ADKAR model to determine how individuals feel about a pending change initiative. The results can be used to facilitate a one-to-one discussion, or to develop an action plan.
Tags: adkar | reactions to change | change theory
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In the late 1990s, OS implemented a strategy aimed at bringing the historic organisation up-to-date, which required a major culture shift for everyone in the organisation. Here we outline how OS implemented its strategy and influenced culture change.
Tags: transformation
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In 1999 The Royal Liverpool Children’s Hospital Trust was reeling from the effects of the Alder Hey hospital organ scandal. In the light of this, the Trust chose to embark on a wide-reaching programme of cultural change. The programme delivered impressive results for the Trust, and culminated in it winning the Organisation Development and Learning category at the HRM Excellence Awards 2006, sponsored by goodpractice.net.
Tags: organisational development
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