On this site we have compiled a variety of
papers from the themanager.org-team and from our valued partners that
focus on change management. They cover topics like:
Internal Communication of Change
By Dagmar Recklies
There is no doubt that the reasons, the content and the objective of
a change initiative have to be understood by all affected employees.
Experience shows that in particular those more complex initiatives
tend to face enormous difficulties reach everybody in the company.
This paper will discuss one specific reason for failure of effective
change communication. The hypotheses is that change is communicated
by the wrong people.
Makes a Good Change Agent?
by Dagmar Recklies
In the light of the many problems and risks associated with change
projects, the change agent has a very important function. The change
agentís or change leaderís capabilities have a major impact on
success or failure of the project, and on the extent of potential
unwanted side-effects. The following article describes
required capabilities of good change agents.
Change - Definition and Phases in Change Processes
by Oliver Recklies
Managing change is a challenging task. If you ask employees what
they think about change, you will normally find that most people
have negative attitudes and perceptions towards change.
This article attempts to provide an introduction into change management.
It defines what change is and describes seven phases of change
in Managing Change
by Oliver Recklies
The process of change has impact on the whole organization and on
all individuals working there. Successful change requires the
participation and acceptance of everyone in the the organization.
That makes change management a challenging task.
This article provides a systematic overview on potential barriers to
change and gives some advice on how to make change successful.
Transformation Management - Towards the Integral Enterprise
Ronnie Lessem, University of Buckingham, Uk and Alexander
Schieffer, University of St. Gallen, Switzerland
with sample chapter
How To Cascade Messages via Managers
By Marcia Xenitelis
One of the common mistakes people make when designing a change program is
assuming that if a person is a team leader, supervisor or senior manager they
should naturally know how to communicate face to face with their teams. However
communication skills are rarely one of the key competencies that is taught or
measured by organizations. There is however a very easy way to ensure that there
is structure and content that make it very easy for managers at all levels to
Perspectives on Change
by Daniel Burger
Although the age-old Empirical-Analytical Model with its focus on
measurement is still very much dominant in most contemporary
organisations, an increasing number of theorists and practitioners
are recognising the importance of the individual experience in
management and change processes. Given that this 'individual
experience' has been a central focus of the Phenomenological
Movement since its inception, this paper argues that an
understanding and application of phenomenological principles may
have much utility in organisational change efforts, especially
considering the key role of the individual in achieving change.
pdf-file (255 KB)
Pitfalls of Organizational Change
By David Chaudron, PhD
The Wall St. Journal has many times reported on the struggling
efforts of companies trying to effectively change their
organization. With such national focus on the needs of organizations
to respond to todayís volatile climate, why all the
Based on our experience, there are several significant causes to an
organization's change efforts to stumble or stagnate. You can use
this information to avoid these pitfalls, or recover from them if
you have fallen in.
Change Leader - Trail Blazer or Tour Guide?
Change Designs Magazine featuring this article
- The change guide from hell.
- The change guide of choice.
- Characteristics of a trail blazer vs. a tour guide.
- The difference between paradigm busting changes that result in new
industries, vs. changes that have been implemented before in other
companies and other industries.
- The four gifts of a change guide: Intellect, compassion,
inspiration and wisdom.
- The itinerary of a change guide.
pdf-file - 397 KB
the Pyramid - Building Lasting Commitment to Change
by Edmond Mellina
In any change initiative, the overarching objective is to drive the
lasting adoption of new behaviours and attitudes within the
organization. The challenge can be framed through a series of
questions: What is the best strategy to build commitment to the
change? How do you monitor the level of allegiance? What is the
difference between mere compliance and full internalization? In this
article, we present a model we have developed to help address these
issues. Although simple in its form and application, it has proven
effective in a multitude of change situations.
pdf-file - 219 KB
The Role of the
Change Master - From Change Agent to 'Change Master'
By Ruth Tearle
A change agent may be a full time organisational development
professional, a leader of a division or a middle manager charged
with the responsibility of bringing about a change in his/her area.
Anyone involved in helping a team achieve something new becomes an
agent of change. Depending on the type of change he/she is tasked
with, a change agent may perform any of the roles discussed in this
However a change master, is able to perform all of these roles.
Organizational Change: 6 Things You Must
Do To Become An Effective Leader In The Midst Of Change
By Alan Zimmerman
All progress is the result of change. But not all change is progress. Some
changes donít make any sense. In fact, some leadership behaviors actually create
more stress for yourself and your coworkers.
So what works?
Selling and Telling
Notifying Employees the Company is for Sale
By Howard I. Bernstein
Most business owners are quite concerned about their employeesí fates and donít
regard a sale as a clandestine dollar exchange combined with a hasty exit.
Rather, one of the most difficult tasks facing an entrepreneur selling his
business is when and what to tell employees. Despite the possible discomfort
this situation poses, it need not be an agonizing one.
Managing Your Change with
Ease: Getting Employees to Not Only Embrace Change but Ask For It!
By Kay Graham-Gilbert
Is it difficult to get some team members to make changes? Is the success of a
new initiative in jeopardy due to reluctant participants?