Managing and. Leading People. through. Organizational. Change. The theory and practica. of sustaining change. through people. Julie Hodges.

Transcription

1 Managing and Leading People through Organizational Change The theory and practica of sustaining change through people Julie Hodges KoganPage

2 CONTENTS Introduction 1 PART ONE Understanding organizational change 11 ()1 The context and nature of change 13 Introduction 13 Conrext 14 Drivers of change 15 Definitions 21 The nature of change 27 Recognizing the need for change 39 Summary 42 References 42 Further reading 45 PART TWO Individual responses to change The impact of organizational change on emotions 49 Introduction 50 Emotions at work 51 Definition of emotions 52 Types of emotions during organizational change 52 Impact of emotions on work Performance 54 Emotion perspectives 54 Emotions and cuiture 59 Suppressing and expressing emotions 61 Emotional contagion 63 Emotional balancing 63 Emotional intelligence 64 The role of emotions during organizational change 66 Summary 69 Implications for managers and leaders 70 References 72 Further reading 74

3 03 Individual sense-making processes 75 Introduction 76 Motivating people to change 89 Resistance to change 93 Perceptions of justice and fairness 98 How change affects the psychological contract 99 Building trust 101 Helping people to make sense of change 103 Summary 104 Implications for managers and leaders 104 References 108 Further reading 109 PART THREE The role of leaders and managers Leading people through change 113 Introduction 113 Change management or change leadership 115 The transformation of leadership 116 Leadership enablers of change 120 Power and politics 135 Challenges of leading change 136 Change and people-centred leadership 140 Summary 142 Implications for leaders for leading change 143 References 144 Further reading Fostering commitment and ownership 148 Introduction 148 Change management 150 How change is mismanaged 150 The role of managers 152 Managing people's health and well-being 154 Commitment or compliance 157 Ownership of change 158 Implementing change with impact 166 Managing conflict 166 Stakeholder analysis 172 Impact analysis of change on people 179 Summary 181 Implications for managers in the change process 182 References 184

4 Further reading 184 Appendix Change readiness assessment template 185 Appendix Managing people through change: a checklist for managers 189 Appendix Stakeholder management plan 192 Engaging people through dialogue 193 Introduction 193 Communicating change 195 Addressing rumours 199 The human dimension of communication 200 The art of dialogue 203 Using social media to communicate 211 ZOUD - the zone of uncomfortable debate 212 Summary 214 Implications 214 References 215 Further reading 216 Appendix Template for a stakeholder communication plan 217 Understanding and carry!ng out culture change 218 Introduction 219 Organizational culture 220 The management of organizational culture 223 Challenges of culture change 232 Patterns breaks 234 Creating a culture for change 236 Delivering sustainable culture change 240 Summary 243 Implications for managers and leaders 243 References 249 Further reading 250 PART FOUR Building capabilities 251 The role of HR in transitioning people through change 253 Introduction 254 The importance of HR during change 255 The Strategie role of HR 257 Key HR activities 258 Managing Performance 266 Working across global borders 267 The role of HR during restrueturing 268

5 Retaining staff 271 Employee assistance programmes (EAPs) 272 Internal and external HR Consultants 272 The capability of HR for transformations 276 Summary 277 Implications for HR 278 References 279 Further reading 280 Appendix Framework for initial discussions with HR about change 281 Appendix Using external HR Consultants Building capabilities for change 283 Introduction 284 Learning and reflection 284 Capabilities for change 286 Resilience 293 Intelligences for leading people through change 295 Building capabilities 303 Leadership development 313 Summary 320 Implications for leaders and managers 321 Note 322 References 322 Further reading 324 Appendix High-level training and development audit: training needs analysis template 325 Appendix Structuring action-learning group meetings 326 PART FIVE Ethics, sustainability and change Sustaining change 331 Introduction 331 Ethical Standards of behaviour 333 Ethical aspects of managing change 334 Ethical aspects of leading change 336 The ethics of culture change 339 Sustaining change 340 Moving forward 344 Summary 345 Implications for managers and leaders 346 References 347 Further reading 348 Glossary 349 Index 353