Two weekends past, the country went to the polls and the result has been a change in government for Aotearoa.
Change is part of life but not always easy. Some people, by nature, embrace change and adapt easily. For others it is harder.
Our Prime Minister elect has been CEO of an organisation that has weathered change so should bring some understanding of the change management process to his new role.
Companies often undergo change for many different and often complex reasons. What matters is how it is handled by members of staff, but particularly by the leadership of the organisation.
In this blog we’ve curated a list of resources that offer some guidance on how to manage workplace change.
‘To Implement Change, You Don’t Need to Convince Everyone at Once: Rather than trying to convince skeptics from the outset, start with a small group of enthusiastic people’, Satell, G. (2023). Harvard Business Review Digital Articles, pp. 1–7.
Rather than trying to convince skeptics from the outset, start with a small group of enthusiastic people.
‘The Most Successful Approaches to Leading Organizational Change’, Rowland, D., Thorley, M. and Brauckmann, N. (2023) Harvard Business Review Digital Articles, pp. 1–10.
A closer look at four distinct ways to drive transformation.
‘Getting Employee Buy-In for Organizational Change’, Olson, A.B. (2023) Harvard Business Review Digital Articles, pp. 1–5.
Offers six steps to creating a culture that embraces change.
LinkedIn Learning course
Change Management Foundations
Beginner + Intermediate
The need to manage change successfully is more common and more important for a leader’s career than ever, and a specific roadmap for managing change is essential. In this course, instructor Scott Mautz gives you a playbook—a powerful, step-by-step approach to managing change, drawing from and building on key elements of change management models in practice today. Scott begins with a brief introduction to the field of change management and dives into the truths of leading change. He discusses how to conduct a change readiness assessment, then goes into the specific change management phases that follow. Scott details key steps and considerations of each phase, as well as what barriers to expect and overcome. He concludes with how to build a change action plan (CAP).
Teams won’t buy into a change unless they understand why it’s necessary. And without buy-in from stakeholders, changes don’t last. This course offers a fast-paced introduction to change management—a structured approach to delivering and managing sustainable change within an organisation. Instructor Claudine Peet explains how to identify why a change needs to happen, communicate your vision, and involve the right people along the way. Claudine then details how these processes and tools can not only help changes stick, but also positively impact both your organization’s culture and bottom line. With these essential concepts in your tool kit, you’ll be better equipped to help your teams achieve lasting results.
Change Management: Roadmap to Execution
Enabling new ways of working or doing is one of the most vital steps in a successful business transformation. But a failure to establish standards for change integrity could jeopardise this transition. Change advisor Christina Charenkova describes the practical steps and activities that need to happen during a change management execution effort. She explains the information captured with a change impact analysis, then shows you how to verify the business impacts and ensure that new impacts are documented and reviewed. She covers how to identify stakeholders opposing the change and define strategies to mitigate their resistance to change. Christina challenges you to identify further change activities, then shares a possible solution. Christina goes over ways you can ease pain points and make the transition easier, then discusses the need for developing a growth mindset when it comes to business transformation.
Making sense of change management : a complete guide to the models, tools & techniques of organizational change / Cameron, Esther
“Making Sense of Change Management is the classic text in the field of change management. It is aimed at anyone who wants to understand why change happens, and what needs to be done to make change a welcome rather than a dreaded concept. However, this book is not a “one size fits all” simplistic panacea to all change, whatever the circumstances. Instead, it offers considered insights into the many frameworks, models and ways of approaching change and helps the reader to apply the right approach to each unique situation.”–BOOK JACKET.” (Catalogue)
On change management
“Most company’s change initiatives fail. Yours don’t have to. If you read nothing else on change, read these 10 articles. We’ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you spearhead change in your organization. HBR’s 10 Must Reads on Change will inspire you to: lead change through eight critical stages; establish a sense of urgency; overcome addiction to the status quo; mobilize commitment; silence naysayers; and concentrate resources.” (Catalogue)
Managing in times of change : 24 lessons for leading individuals and teams through change / Maginn, Michael D
“While change is essential to your organization’s survival, it can also breed instability, stress, and even anger in your workforce. Managing in Times of Change shows you how to help managers and employees understand the benefits of change and flourish within their new environment and responsibilities. Twenty-four workplace-proven leadership lessons and tools provide you with a uniquely personal look at the impact of organizational change.” “Employees required to change how, where, and with whom they work can have difficulty seeing the benefits of a new situation. Managing in Times of Change provides straight talk and actionable advice that will help managers, teams, and individuals understand and implement workplace change in order to strengthen themselves and the organization.”–BOOK JACKET.” (Catalogue)
Mastering turbulence : the essential capabilities of agile and resilient individuals, teams, and organizations / McCann, Joseph E
“The essential capabilities organizations need to master turbulent change. Rapid and disruptive change threatens the adaptive capacity of organizations, along with the individuals and teams leading them. Based upon over a decade of global research and consulting, Joseph E. McCann and John W. Selsky outline five capabilities highly agile and resilient systems must possess. They must be: Purposeful, Aware, Action-Oriented, Resourceful, and Networked. In addition the authors illustrate how these capabilities can be assessed across four levels–individuals, teams, organizations, and their business ecosystems. The goal is to develop these capabilities in tandem so that the individual, team, organization and ecosystem have High AR–not just greater agility or resiliency, but both high agility and high resiliency. The authors outline balanced development strategies for creating High AR that can be used to master turbulent environments for competitive advantage and sustained performance Includes cutting-edge concepts and examples that take readers from the latest advances in neuro-science and executive wellness to global supply chains and innovation strategy. Contains illustrative examples and vignettes from leading organizations including Mayo Clinic, Microsoft, Starbucks, Southwest Airlines, TECO Energy, Shell Oil, Walmart, and others Most important, McCann, and Selsky deliver a unique and practical perspective that helps organization leaders make sense of the dynamic world in which they operate”– Provided by publisher.” (Catalogue)
The influence agenda : a systematic approach to aligning stakeholders in times of change / Clayton, Mike
“This book sets out a systematic way to understand who you need to influence, how to evaluate the priority you give to each person, what tactics will work the best, and how to plan and execute your campaign. It provides powerful tools and processes which use the psychology of influence and grounds them in experience of managing projects and change.” (Catalogue)
The executive checklist : a guide for setting direction and managing change / Kerr, James M
“A guide for new executives that explores how to create an overarching, enterprise-wide transformative program. The book provides a best-practice checklist for 8 core areas: Strategy Setting, Technology Alignment, Business Renovation, Project Management, Communications Renewal, Employee Engagement, Staff Transformation, and Organizational Design.” (Catalogue)
Redesigning work : how to transform your organization and make hybrid work for everyone / Gratton, Lynda
“How companies can use the recent shifts in business norms and culture to reset work for the coming decade and beyond”– Provided by publisher.” (Catalogue)
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