change management
change is a process not an end in itself. If you focus
change on an event that is all it will be, just an event.
• Select priorities for change rather than try to do everything at
once.
• Involve people from all levels at every stage of design and
implementation.
• Publish early success to build momentum and support.
• Expect it to take longer that you anticipate.
Don’t…
• Underestimate the cost of change: build in costing for
communication, training and materials.
• Expect to be able to control all factors. Plan your response to
factors you can’t change.
• Deliver spin or hype but do deal in facts.
6. Bibliography
Managing Change – 2nd Edition. Christopher Mabey and Bill
Mayon-White. The Open University. Published by Paul Chapman
Publishing. 1993. ISBN 1-85396-226-0.
Checkpoint. The management checklists and management
thinkers on CD-ROM. Year 2000 issue. The Institute of
Management. Three articles may be useful: Checklist 038
‘Mapping an effective change programme’; Checklist 040
‘Implementing an effective change programme’; and Checklist
068 ‘Motivating your staff in time of change’.
Communicating Change:Winning Employee Support for New
Business Goals. T. J. Larkin and Sandar Larkin. Published by
McGraw-Hill 1994.
Managing Change and Changing Management. The Open
University Business School. B800 course text for MBA.
Managing People: A Wider View. The Open University Business
School. B800 course text for MBA.
Why Do Employees Resist Change? Paul Strebel, Professor of the
Change Programme for international managers at the
International Institute for Management Development. Published
in the Harvard Business Review – 1996.
Managing Change. The Government Accountants Journal,
Summer 2000.
Managing change
continued
‘Change creates the
opportunity for
innovation’