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Leadership
and Change Management [FP14] |
| Change
Management |
|
Malcolm Jones, T&D Manager, and Heidi Sandall,
Management Development & Training Adviser, Sun Alliance Life.
Includes research on best practice and the impact of change on
individuals. What is changing? "Beginnings, Transition, and
Endings". "Resistors, waverers and innovators". "Minimising
the costs of damage in times of change".
The framework - "a strategic approach to managing
change"
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|
|
Change management model in full ~ the programme in detail
with explanations and examples ~ experience of others ~ successes and
difficulties.
[T13 ~ 1993 ~ 6pps)]
|
| Managing
Uncertainty and Change |
| Bruce Nixon,
author and management consultant. "Organisations and people face
uncertainty, change and huge pressures...Many struggle to survive. There
can be no more illusions of safety or predictability…It is at once
exciting, full of promise and opportunity but also frightening, daunting
and exhausting…We are travelling uncharted territory and we are
apprentices at best."
This report explains how to:
- Release creative energy and initiative at every level
- Help people to solve problems and achieve a common purpose
- Create an atmosphere of excitement and high expectations.
Plus: What leaders need to do ~ making it happen ~ managing
uncertainty.
[T17 ~ 1994 ~ 6pps]
|
| Organisation
Change |
| Alistair Turner, Personnel
Director, Prudential Holborn, principal of Park House Associates.
Practical tips on managing change. The use of role models, acting out
values and dealing with people who are blocking change. A practical
checklist. Important questions are addressed, including:
&
thinking
implementation
participation and communication
personal skills needed to achieve change
[T4 ~ 1991 ~ 5pps]
|
 |
| Gaining
Commitment to Strategic Change |
|
John Browne, Director
Prudential Financial Services.
To achieve change and make
things happen, Managers are increasingly concerned with removing
barriers and constraints on initiative, and carrying staff and customers
with them.
"The formal structure is poorly adjusted to reality and often
prevents people from acting promptly. The real threat to organisational
survival is not entirely outside the company at all. The informal
organisation is where the company’s real energy lies, why not lead the
organisation informally?"
This case study shows how change can be led and driven through the
commitment of people to produce exceptional results.
[T14 ~ 1993 ~ 4pps]
|
| Empowerment,
How to Give It, Get It, Use It |
| Tony Hackett,
Management Consultant
This not only deals with
empowerment as a concept, it shows how it can be made a reality and how
to measure progress.
"The seemingly
impossible can be possible…..most of the knowledge and skills that we
require are already in place…programming for positive results...self
regulating habits."
Affirmation, Positive
Thinking, Using the Present Tense and Being Personal.
"Delusion of grandeur is
not empowerment."
[T15b ~ 1994 ~
3pps]
|
| How
to Motivate the Survivors |
| Richard Walden
and Jim Horsted of Working Transitions Ltd
The concepts lying behind "survivor syndrome" and insights
into managing uncertainty in times of change.
"It isn’t the changes that do you in, it’s the transitions.
The management of transitions deals with the ‘neutral zone’ between
the ending of the old and the beginning of the new." |
|
Survivor Syndrome - the
research, including where dysfunctional survivor reactions are greatest.
The lessons. The evidence of
"change fatigue."
The new psychological
contract between the employer and the employee.
|
 |
| "When
organisations could change gradually in response to defined market
cycles, the employee adapted to the culture. As organisations
entered the turmoil of the 1980s …in many cases the unspoken
understanding was felt by the employee to have been broken."
What is the shape of the future psychological
contract? Whose responsibility is it to shape the new contract? How
should we go about it?
[T26 ~ 1996 ~ 4pps] |
| Motivating
Everyone for Long Term Performance |
| Tony Stott,
Training Advisor of Shell Exploration and Production (Shell Expro)
"Cost reduction is not
the solution. The better way is empowerment."
"Put simply, our business performance
depends on its technological capability plus its commercial capability
plus its human/soft skills capability. To improve the business we need
to improve all three, especially our commercial and soft skills which
are our weakest area." |
| Tony’s programme
has been tremendously successful. Cost savings have been huge and they
have a database of 400 ideas with an average added value of £20,000
each.
[T29a ~ 1996 ~ 3pps] |
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