Page numbers followed by f and t refer to figures and tables, respectively.
A
accountability, 34–35, 132
action reviews, 255–277, 299
addressing soft side with, 274–277
to address problems (See thorny issues)
conducting, 260–268, 263t
reviewing, 272–274
template for, 263t, 314t
timeframes for, 268–272, 270t–271t
value of, 257–260
actions. See also hands (actions)
communicating change information via, 180–181
for getting back on track, 280–287
to prevent resistance, 232, 234–236, 234t–235t
stakeholders impacted by, 125–126
advocacy, for stakeholders’ learning, 216–221
Agile method, 50–51, 210
assessing progress and making adjustments, 15, 16
dealing with thorny issues (See thorny issues)
learning from successes and mistakes (See action reviews)
TCW relocation case, 251–254
Association for Training Development, 10
authority, designating. See RACI matrix
B
barriers to change, 228
benefits of change initiatives, 38
Blount, Sally, 241
booster-shot training/tips, 213
Bridges, William, 93
building awareness, understanding, and support
anticipating and addressing resistance (See resistance; resistance management plan)
communicating about change (See communication; communications plan)
developing knowledge, skills, and attitudes to support change (See training; training plan)
PCo business transformation case, 143–152, 150t, 151t
C
Carroll, Shana, 241
change, vii–xiv
and COVID-19 crisis, viii–ix, 297–300
demonstrating willingness for, 300
external factors causing, vii–viii
increasing positive outcomes from, x–xii
responses to, viii–x
for stakeholders, summarizing, 120–121
change champions, 92, 106
change management, xi–xiii, xiiit, 1–20, 298
balance of hard and soft sides of, 9
competencies for, 18–19
definitions of, 10
hard side in, xi–xii, 1–5, 2t, 13–17 (See also hard side of change management)
integrating hard and soft sides of, 17–18
soft side in, xi–xii, 5–9, 11–13 (See also soft side of change management)
themes of, 10f
change management leader, 40
change management team, 72, 83–89
collaboration of core project team and, 87–89, 87t–88t
communication of change by, 162
competencies of, 84–85
responsibilities of, 83–87, 87t–88t
staffing of, 85–87
Change Your Questions, Change Your Life, 275
Cocco, Dawn, 169
commitment, 125, 238
communication, 153–183
of both the good and the bad, 167–168
by change management team, 162
of complete picture about changes, 169–170
by core project team, 163
by everyone, 155
by frontline supervisors and managers, 158–161
to get back on track, 284–285
of goals, 14
by leaders, 155–158
by peers, 161–162
of red team purpose, 108–109
with stakeholders about changes, 120–121, 125
with stories, 170–172
tools for, 182t
of transition-monitoring team purpose, 96–97
of the truth, 165–167
of what you need people to do and achieve, 168–169
communications plan, 183–189, 299
assessing, 186–188
organizing information into, 183–186, 184t–186t, 188–189
template for, 311t
competencies, 18–19
of change management team, 84–85
of core project team, 76–81, 79t–80t
template for, 307t
compliance, 228–229, 233
Conrad, Andrew, 46
consultation, in RACI matrix, 132–133
core project team, 71–82, 87–89
addressing soft side with, 81–82
collaboration of change management team and, 87–89, 87t–88t
communication of change by, 163
identifying competencies of, 76–81, 79t–80t
informal conversations by, 176
in project charter, 40
recruiting members for, 77–81, 79t–80t
responsibilities and roles on, 72–76, 87t–88t
Corning Cable Systems, ix–x
COVID-19 crisis, viii–ix, 297–300
Crucial Conversations, 275
D
decision-making authority. See RACI matrix
defining change and how to get there
creating path to change (See project plan)
DBZ applicant tracking system case, 23–29, 24t–25t, 27t–28t
determining what’s changing (See project charter)
deliverables, 37–39, 39t
Deloitte, ix
disengagement, 229
documentation, 40–41, 198–199
drop-in “clinics,” 211
E
emails, change information via, 176–177
end date, project, 37
extending training, 212–214
F
follow-through, lack of, 228
frequency of training, 209–210
frontline supervisors and managers, 158–161
G
getting back on track, 280–287
goals, 14, 104
Google, ix, 33
Greene, Rance, 171
Guerra-López, Ingrid, 203
H
hands (actions), 172, 175, 187, 206, 207
hard side of change management, xi–xii, 300
addressed in stakeholder analysis, 127
addressed in training, 192
addressed with transition-monitoring team, 99–100
balance of soft side and, 9
Bervin Cares example, 1–5, 2t
challenge of, 13–17
integrating soft side and, 17–18
and ProxyCo example, 8–9
with thorny issues, 294
head (reasons), 172, 175, 187, 206, 207
heart (feelings), 172, 175, 187, 206
How Successful Organizations Implement Change (Tame), 51
I
impact on stakeholders, 121–124, 123t, 236, 309t
influence of stakeholders, 122–124, 123t, 236, 237, 309t
informal conversations, 175–176
informing others, in RACI matrix, 132–133
Instructional Story Design (Greene), 171
involving right people in right way, 15, 16
accounting for key stakeholders (See stakeholder analysis)
designating roles, responsibilities, and authority (See RACI matrix)
generating advocacy on the ground (See transition-monitoring team)
JCo acquisition case, 63–69, 67t
leading and managing change (See change management team; core project team)
listening to opposing views (See red team)
in project plan creation, 55–57
J
job aids, 210–211
K
Kantor, Bob, 132
Kaufman, Roger, 203
Kotter, John, 52, 173, 176
Kovic, Marko, 105
L
Langer, Caroline, 153
leaders. See also individual leader roles
communication of change by, 155–158
lack of support for changes by, 181–182
and project charter, 35, 39–40
M
managers, 158–161
Managing Transitions (Bridges), 93
Mautz, Scott, 33
meetings
action review, 260–268, 263t
to communicate change information, 173–175
embedding training in, 209, 212–213
of red team, 109–113
of transition-monitoring team, 97–99
milestones, 39, 39t, 49, 209–210
N
name of project, 36–37
Neeb, Joel, 105
Needs Assessment for Organizational Success (Kaufman and Guerra-López), 203
O
objectives, 37, 206–207
organization-wide training needs assessment, 202–204
“Overcome Resistance to Change With Two Conversations” (Blount and Carroll), 241
owners of tasks, 50
P
peers, communication by, 161–162
preventing resistance, 232, 234–236, 234t–235t
problems with change initiatives. See red team; thorny issues
project charter, 31–43, 298–299
creating, 36–42
template for, 304t–305t
using, 42–43
value of, 32–35, 46–47
project leader, 39, 73–74, 197
Project Management for Trainers (Russell), 57
project name, 36–37
project plan, 45–59, 299
addressing soft side in, 51–58
components of, 47–50
template for, 306t
value of, 46–47
project sponsor, 39
in change management, 74–75
and project charter, 35, 36, 41, 42
project termination recommended by, 289–292
project team members, 75–76, 220
ProSci, 10
Q
quality assurance testing, 210
R
RACI matrix, 131–140
addressing soft side with, 137–138
constructing, 133–135, 134t
defined, 132
elements of, 132–133
in involving stakeholders, 135–137
template for, 310t
red team, 103–114
addressing soft side with, 113
choosing members for, 106–108
communicating purpose of, 108–109
conducting meetings of, 109–113
role of, 104–106
reinforcing training, 212–214
resilience, building, 222–223
resistance, 225–231
because past project have failed, 287–289
expressions of, 228–230
preventing, 232, 234–236, 234t–235t
reasons for, 226–228
used to strengthen project, 246–247
resistance management plan, 231–248, 299
to deal with resistance, 240–246
and expressions of resistance, 228–230
identifying likely resistors and reasons, 231–232
involving resistors in, 233
preparing, 236–240, 237t
to prevent resistance, 232, 234–236, 234t–235t
providing compliance options, 233
to reduce or compensate for losses, 233–234
template for, 313t
responsibilities
of change management team, 83–87, 87t–88t
of core project team, 72–76, 87t–88t
of project leader, 73–74
of project sponsor, 74–75
of project team members, 75–76
in RACI matrix, 132 (See also RACI matrix)
of red team, 106
for training, 193–194, 198–201
of transition-monitoring team, 93–95
Rock, David, x
role(s)
of change management team, 162
in communicating changes, 155–164
on core project team, 72–76, 87t–88t
designating (See RACI matrix)
of project leader, 73–74
of project sponsor, 74–75
of project team members, 75–76
of red team, 104–106
on transition-monitoring team, 93–94, 96
Russell, Lou, 57
S
scale of change, 37–38
scope, 16, 37–38
shared collaboration spaces, 177–178
shared understanding, 34
short-term wins, 52–55, 209–210
signatures, to project charter, 41
social media, 178
Society for Human Resources Management, 10
soft side of change management, xi–xii, 300
addressed by training, 193, 275
addressed in action reviews, 274–277
addressed in project plan, 51–58
addressed with core project team, 81–82
addressed with RACI matrix, 137–138
addressed with red team, 113
balance of hard side and, 9
and Bervin Cares example, 4–5
challenge of, 11–13
integrating hard side and, 17–18
ProxyCo example, 5–9
with thorny issues, 294
staffing teams
change management team, 85–87
core project team, 77–82, 79t–80t
red team, 106–108
transition-monitoring team, 94–96
stakeholder analysis, 115–129, 299
addressing hard side with, 127
identifying level of impact, 122–124, 123t
identifying level of influence, 122–124, 123t
identifying stakeholders/stakeholder groups, 117–120, 118t
information to include in, 124–126
and new stakeholders, 127–128
purpose and use of, 116–117
summarizing what will change, 120–121
template for, 308t, 309t
for training needs, 198–204
stakeholders
advocating for learning needs/capabilities of, 216–221
identifying, 117–120, 118t
involved in project plan, 55–57
new, 127–128
and project charter, 40, 42, 43
RACI matrix for involving, 135–137
start date, project, 37
stories, communicating with, 170–172
successes, communicating, 172–173
super users, training, 211–212
supervisors, 158–161
support
in advocating for employees’ learning needs, 220–221
for changes, 156–158, 181–182
reassuring employees of, 210–212
surveys, 180
T
Tame, Bob, 51
target audience, for training plan, 206
tasks
owners of, 50
in project plan, 48–49, 57–58
soft side, 57–58
timeframe for, 49–50
thorny issues, 279–295
actions for getting back on track, 280–287
after change initiative is finished, 292–294
hard and soft sides of, 294
resistance because past project have failed, 287–289
sponsor recommends terminating project, 289–292
timeframes
for action reviews, 268–272, 270t–271t
for milestones/deliverables, 39, 39t
in project plan, 49–50
for training, 195–197, 209–210
tip sheets, 210–211
training, 191–204
to address hard side of change, 192
to address soft side of change, 193, 275
as afterthought, risk of, 193–195
analyzing stakeholders’ needs for, 198–204
at beginning of change project, 195–197
to build change resilience, 222–223
evaluating appropriateness of, 201–202
responsibilities for, 193–194, 198–201
training needs assessment, 198–204
training plan, 204–224, 299
accelerating timing and frequency of training, 209–210
advocating for stakeholders’ learning, 216–221
creating objectives for, 206–207
preparing and executing, 204–221, 205t
reassuring employees of support, 210–212
reinforcing and extending training, 212–214
target audience for, 206
template for, 312t
training programs and methods, 207–208
validating, 214
for when training goes wrong, 219–220
transition-monitoring team, 91–100
addressing hard side with, 99–100
choosing members for, 94–96
communicating purpose of, 96–97
conducting meetings of, 97–99
informal conversations by, 176
for peer-to-peer communication, 161, 163
reviewing training plan with, 212
value of, 93–94
transition planning, 213–214
truth, communicating, 165–167
V
videos, 179–180
visual reminders, 178–179
W
Watts, Alan, 300
websites, change information on, 178
WIIFM (What’s in it for me), 169–170
workarounds, 229
Z
Zenko, Micah, 104