Manages Change

Manages Change

Activities/Tips

• If you are trying to determine what you need to change, complete a SWOT analysis.  This can be done solo or with the appropriate group (see The Change Management Toolkit). 
• Complete a Future State Analysis and Current State Analysis and then create a case for change and implementation (see The Change Management Toolkit).
• Aggressively and enthusiastically communicate your vision of change so others can better understand and buy-in to the change.
• Complete a stakeholder analysis (see The Change Management Toolkit).
• Ask for help and get different points of view.  Talk with others inside the organization, colleagues outside the organization, and others to understand how they have handled or would handle your change situation.
• Suspend your judgment during the brainstorming phase (solution generating phase).
• In the problem identification phase and the solution generating phase, generate as many solutions to the problem as possible.  Think “outside of the box.”
• Find internal champions to help you get the change implemented.  You can identify these internal champions by doing a stakeholder analysis.
• Read books, magazines, and articles outside your field of expertise.  This will open up possibilities of things that could be done in your field that have already been completed in other fields.
• Study change theory, understand the change process, and how people change.
• Educate others about change theory and how people change.
• Ask trusted coworkers or friends to provide feedback on situations in which you tend to be rigid or very opinionated.  Awareness is the first step in initiating change.
• Lead by example… if you don’t have a positive, “can-do” attitude others will not believe change can be accomplished.  Many times change fails from a leader’s perspective because of a lack of confidence.
• Set aside time in regular meetings to ask for and discuss new ideas.  Cultivate a culture of change and reduce resistance over time.
• Emphasize that an attitude of innovative thinking is the responsibility of every employee regardless of level of responsibility.
• Look at an issue from the opposite viewpoint.  You will have a more complete understanding of issue and it will help you develop ways of countering resistance.
• Communicate what the new jobs will look like once the change occurs.
• Establish feedback processes to monitor the change.
• Talk with one person who is considered a “resistor” to be on the team and find out why they think it won’t work.
• Exercise regularly to keep yourself fresh.
  

Courses

The Johns Hopkins' Lead Cohort

The Johns Hopkins' Manager Cohort

The Johns Hopkins' Supervisor Cohort

Who Moved My Cheese?  

Planning and Managing Organizational Change The American Management Association

The Voice of Leadership: How Leaders Inspire, Influence and Achieve Results The American Management Association

Strategic Agility and Resilience: Embracing Change to Drive Growth The American Management Association

Leading and Executing Change The American Management Association

References

The Change Management Toolkit.  The Johns Hopkins' Office of Organization Development and Training

Successful Manager’s Handbook by Personnel Decisions International (PDI).

Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson and Kenneth Blanchard.

Business as Unusual by Price Pritchett and Ron Pound.

The Heart of Change: Real-Life Stories of How People Change Their Organizations by John P. Kotter and Dan S. Cohen.

Managing at the Speed of Change by Daryl R. Conner.

Building Capacity for Change Sourcebook by Rick Maurer.

Making a Compelling Case for Change by Rick Maurer.

Managing Change and Transition by Harvard Business School Press.

Strategic Planning for Success: Aligning People, Performance, and Payoffs by Roger Kaufman, Hugh Oakley-Brown, Ryan Watkins, and Doug Leigh.

Leading Change by John Kotter.

Managing Transitions by William Bridges.