Chapter 7 : Change Management
This topic is important to me because managing change is an essential skill of any leader who has ambitions that their organization will endure through competitive and market challenges. Technology, more than any other factor, has accelerated the pace at which companies must look at themselves in a mirror and adjust how they go to market. This journey is typically one of the more difficult and least understood tasks managers grapple with. Mergers and acquisitions do not meet expectations 29% of the time, business process reengineering initiatives stumble 33% of the time, and half of all quality improvement programs fall short of expectations.
In the book summary “Change Management Excellence” the authors Sarah Cook, Steve Macaulay, and Hilary Coldicott discuss four forms of intelligence (business, political, emotional, and spiritual) that are essential to the change management process. This book summary is important to my aspirations because every leader needs to bring a group or an organization through change. I am in the process of recommending changes which involve some cultural shifts at my employer now. I can immediately apply some of the principles in this book. Based on my self-assessments having a better understanding of the political and spiritual aspects of change management will add to my ability to bring about successful change.
Business intelligence includes technical and market expertise. This encompasses accurately anticipating the effect of market trends and competitor actions, strategy, and improving customer satisfaction. Business intelligence involves three critical skills:
1. Audit and research the internal and external environment
2. Correctly analyze the data to determine what changes are needed
3. Plan and execute the necessary changes
Symptoms of faulty business intelligence include:
· Insufficient justification for the change
· Poorly defined goals and objectives or planning
· Weak executive support
· Competing initiatives that take focus away from the core issue
Political intelligence is about influencing others. A leader must be sensitive to the organizations power bases and centers. Counter un-cooperation, blaming, selfishness with empathy, understanding and communication. Steps that can be used to gain a greater appreciation of political influences:
· Perform “stakeholder mapping” to brainstorm who will be affected by each change.
• Determine each stakeholder’s response to the project.
· Be prepared for some people to champion change, some to feel victimized by it, and others to display a negative attitude and act against the proposal.
· Recognize your power base, and that of your opponents. Sources of power include rewards, coercion, legitimate authority and expertise.
Emotional intelligence is realizing how your feelings and other people’s feelings affect organizational change. Many managers often overlook or dismiss this aspect of change management. Emotional intelligence allows the group to handling the stress of change better. Qualities that reflect this skill are: emotional awareness, independent thinking, empathy toward others, a sense of social responsibility, sound interpersonal relationships, and good problem solving skills.
Spiritual intelligence is derived from a strong value system foundation and openness to new ideas. Leaders with high spiritual intelligence act as a compass for those employees who doubt the change process. The leaders stand up for their beliefs and can stick with a course of action despite difficulties. Beware of bureaucracy and territory defenses from other managers. Change requires a long term commitment and strong spiritual intelligence gets the team through the tough times.
Stages for managing a change initiative are:
· “Set up” – Prepare others for the reality that change is going to come, spell out how they will be affected.
· “Kick off” – Meet with the task force or the leaders of the change initiative.
· “Delivery” – Encourage others to step into their new responsibilities. Monitor your organization’s progress.
· “Review” – Reconsider what you would do differently next time.
“Leading Change” by John Kotter was first a HBR article that evolved into a book. It does a deep dive into eight mistakes people make when trying to change their companies. This book summary is relevant to me because it gives a step by step guide to succeed in managing a change. Many managers are asked to either improve the performance of an existing business or turn around a failing one, in both cases successful change is required. Based on my self-assessments I learned that I need to watch out for being too analytical. This reference helps me develop and communicate more of a sense of urgency.
There are eight mistakes leaders can make that will sabotage business change. Each one of this management errors has an opposite or solution for doing things right. This eight stage process is meant to be applied as needed there is no chronological or linear manner in which to proceed.
1. Establish a sense of urgency. In order to disrupt the inertia of things staying the way they are, a leader must make the organization understand that what has made them successful up to this point is not good enough to carry them forward. The business climate is constantly changing in order not to fall behind, the organization must change too.
2. Create a guiding coalition. A Leader cannot champion change alone. Even the top 20 executives can not affect change without support and buy in from the middle managers and front line managers who are running the day to day business and have credibility with the masses.
3. Develop a vision and strategy. Authoritarian decree or micromanagement do not enable change or motivate workers properly. A compelling well-articulated vision helps employees understand that transformation is in their long term best interest.
4. Communicate the vision of change. A leader needs to over communicate the vision. Keep the message simple so everyone can understand it. Most people will need to hear the message several times before it sinks in. Leadership behavior must be aligned with the message or the talk is meaningless.
5. Empower employees for broad-based action. Employees need encouragement to help remove the barriers to transformation, especially the ones hidden from plain view. The four biggest barriers are: bureaucracy, inadequate skills, insufficient organization systems and negative supervisors.
6. Generate quick wins. Transformations can take a long time. Create some quick wins that show progress and keep population motivated. Make sure the goal is visible, the win is clearly measured and not open to dispute, and it is relevant and can be tied directly to the transformation effort.
7. Consolidate gains to produce more change. Do not claim victory prematurely. As soon as the initiative loses momentum, resistance within the organization increases. Many of these principles need to be worked on at once and requires focus and energy
8. Anchor the new approach in the culture. The task is not done until employees begin thinking “this is how we do things around here”, essentially the culture has changed. You do not want to risk slipping back to the old ways of doing things.
In the book summary “The Art of Engagement” author Jim Haudan provides some eye opening reasons change initiatives fail and some extremely actionable strategies to overcome them. This information is relevant to my aspirations because it provides a great checklist of activities to do and hazards to watch out for when trying to engage employees in a change initiative. Based on my self-assessments this book summary is important to me because it focuses on organizaton wide initiatives and gives me a framework on of how to discuss change with upper management.
There are primarily six obstacles created by organizations that block employee engagement in a change strategy:
1. I cannot be engaged if I am overwhelmed
2. I cannot be engaged if I do not get it
3. I cannot be engaged if I am scared
4. I cannot be engaged if I do not get the big picture
5. I cannot be engaged if it is not mine
6. I cannot be engaged if my leaders do not face reality
Strategic engagement is a process not a onetime event. The process to encourage employees to engage must belong to all employees to attain three primary goals:
1. Create line of sight. Illustrate the path of how the employees effort positively affects the customer
2. Connect goals. Goal alignment between the employee and the organization is necessary
3. Develop capabilities. Make sure the employees have the opportunity to develop any new skills needed to execute the new strategy
Try these six tactics to connect and strengthen the bond between the company and workers.
1. Connect through images and stories. Use infographics and murals to help communicate the big picture
2. Create pictures together. Team members help to create the visuals that will be used to describe the need for change.
3. Believe in the leaders. Have frank conversations about people’s opinions, attitudes, and beliefs. Remember that large formal meetings are often the wrong place to try and get people to open up and be honest
4. Own the solutions. Allow small groups of employees personalize the issues at hand. Ask questions such as how do these challenges affect your ability to make money.
5. Play the entire game. Employees want their voices heard; they want to express themselves and know their suggestions matter. Make sure your message appeals to both right and left brain individuals.
6. Practice before performing. Allow employees to experiment and try new ways of doing things without fear of being penalized if they make mistakes. Every change effort will go through a period of time of diminished productivity as employees learn and adapt to new methods and procedures.
There are some universal principles of engagement that every company must recognize:
· People won’t change if they perceive the ‘need to change’ to be an indictment of their past performance.
· People will tolerate the conclusions of their leaders, but they will act on their own.
· People without understanding of a company’s strategy can’t take responsibility for change.
· People don’t need help in starting new actions; they need permission to stop the old ones.
· Strategy is…a purposeful adventure.
· People need an honest assessment of where they are and a clear picture of where they want to go.
· It’s impossible to visualize fuzz.
· Good comedians can be more valuable than strategists
· People must overcome the ‘or’ and embrace the ‘and’.
· Dialogue is the oxygen of change.
· Competitiveness is not determined by the learning speed of the ‘fastest few,’ but by the learning and execution speed of the ‘slowest many’.
· Success is not about a few people having better answers; it’s about everyone asking better questions.
In the HBR article “Tipping Point Leadership” by W. Chan Kim and Renee Mauborgne the authors write about NYPD Commissioner William Bratton and the principles he used to create substantial improvements to the Boston and New York crime scene. This article is relevant to my aspirations because all organizations face the obstacles that are overcome in this article. Gaining a better understanding of the barriers to success and revealing the strategies to overcome them make this piece relevant to anyone who perceives the need for change. My self-assessments show that I tend to be introverted, these examples provide an illustration on how to visibly get out infront of the effot.
There are four hurdles (four step process) a leader must overcome to institute dramatic and long lasting change. The first two hurdles are about the organization admitting it has a problem and deciding how to deal with it. The next two hurdles to overcome deal with being able to successfully execute on the strategy.
1. Cognitive Hurdle. Taking managers out from hiding behind spreadsheets and reports and putting them face to face with the customers’ or market problems is the most effective way to understand the levity of the situation.
2. Resource Hurdle. Avoid scaling back ambitions or having to fight for more of an organization’s already limited resources. Concentrate the resources that are available on the places in most need of change and can offer the biggest payoff. Create some quick wins to get everyone on board.
3. Motivational Hurdle. Single out the key actors with disproportionate power and influence due to their reputation or connections. They may or may not have fancy titles, and could even be outside the organization. Get them on your side and the rest of the workforce will follow.
4. Political Hurdle. Politics is inevitable. Find and deflate the powerful naysayers early on. Anticipate who might be against the change and create allies who can help neutralize those who would defend the status quo.
Following these steps will not only create meaningful change, the change becomes part of the organizations way of doing things. The positive behaviors last even when the dynamic leader move on to another role or assignment.
In Paul Strebel’s HBR article “Why Do Employees Resist Change?”, the author discusses the mutual obligations and commitments that employees and businesses have with one another. We learn without revising these obligations and commitments, referred to as compacts, change management efforts will fail. This article is relevant to my aspirations because many attempts at change management are unsuccessful. I have been personally part of change management initiatives based on a company acquisition where these compacts were not taken into account and the process went horribly wrong and needed to be rebooted after 1 year. This information added to the information above will help me avoid those same mistakes. Understanding compacts will also help me be more sensitive to the needs of employees.
Employee / Employer relationship has three dimensions or compacts:
1) Formal dimension which includes position descriptions and job requirements. These documents help employees understand how their performance will be measured and guide their activities.
2) Psychological dimension is where trust and respect are built. The level of motivation to work late in order to get the job done or if they believe their compensation is fair resides in this dimension.
3) Social dimension weighs the employees values and personal ethics against the company’s. The employee will also make their own assumptions about the company’s unwritten rules – for rewards, etc.
Any attempt at change must address all of these three dimensions to be successful. If not handled properly workers will focus on these individual issues and ignore the overall need for change. Agents of change should be mindful of cultural differences in multi-national corporations. Some cultures require highly documents formal agreements whereas others stress the psychological dimension.
Revising these personal compacts is done in three phases.
1) Leaders highlight the need for change and establish the context for revising the compacts.
2) Start process where the employees revise and buy into the compact revisions.
3) Lock in commitments with new formal and informal rules.
Exercises and practice routines
Excercise # 1. Building Spiritual Intelligence.
Objective: Perform a series of exercises to build upon the least understood of culture intelligence, the spiritual dimension
Perform these actions as a way to build spiritual intelligence.
· Pick a relationship you want to improve. Apply your spiritual nature to that goal.
· Find people you feel uncomfortable with; engage them in conversation.
· Ask your family and friends for honest feedback on your strengths and weaknesses.
· Create a description of yourself that portrays who you really are. Keep it. Refer to it regularly.
· Keep a journal of reflections about what’s really important to you.
· Name three things to do this month to make you and your loved ones happier.
· Create a personal vision for your future state of being, a life plan.
· List your organization’s values. How do they translate into employee behavior?
Exercise # 2. The imporance of communication
Objective: Highlight the fact that there is no such thing as over communcation during a change event.
Discuss with the team about the importance of communicating during a change. Have each individual write down
o 5 reasons why communication is important
o 5 effective methods that could be used to communicate change
o 5 factors that could cause employees to resist change
o 1 time they were involved in a change that did not go well
Have each team member discuss and share their answers with the group.
In the book summary “Change Management Excellence” the authors Sarah Cook, Steve Macaulay, and Hilary Coldicott discuss four forms of intelligence (business, political, emotional, and spiritual) that are essential to the change management process. This book summary is important to my aspirations because every leader needs to bring a group or an organization through change. I am in the process of recommending changes which involve some cultural shifts at my employer now. I can immediately apply some of the principles in this book. Based on my self-assessments having a better understanding of the political and spiritual aspects of change management will add to my ability to bring about successful change.
Business intelligence includes technical and market expertise. This encompasses accurately anticipating the effect of market trends and competitor actions, strategy, and improving customer satisfaction. Business intelligence involves three critical skills:
1. Audit and research the internal and external environment
2. Correctly analyze the data to determine what changes are needed
3. Plan and execute the necessary changes
Symptoms of faulty business intelligence include:
· Insufficient justification for the change
· Poorly defined goals and objectives or planning
· Weak executive support
· Competing initiatives that take focus away from the core issue
Political intelligence is about influencing others. A leader must be sensitive to the organizations power bases and centers. Counter un-cooperation, blaming, selfishness with empathy, understanding and communication. Steps that can be used to gain a greater appreciation of political influences:
· Perform “stakeholder mapping” to brainstorm who will be affected by each change.
• Determine each stakeholder’s response to the project.
· Be prepared for some people to champion change, some to feel victimized by it, and others to display a negative attitude and act against the proposal.
· Recognize your power base, and that of your opponents. Sources of power include rewards, coercion, legitimate authority and expertise.
Emotional intelligence is realizing how your feelings and other people’s feelings affect organizational change. Many managers often overlook or dismiss this aspect of change management. Emotional intelligence allows the group to handling the stress of change better. Qualities that reflect this skill are: emotional awareness, independent thinking, empathy toward others, a sense of social responsibility, sound interpersonal relationships, and good problem solving skills.
Spiritual intelligence is derived from a strong value system foundation and openness to new ideas. Leaders with high spiritual intelligence act as a compass for those employees who doubt the change process. The leaders stand up for their beliefs and can stick with a course of action despite difficulties. Beware of bureaucracy and territory defenses from other managers. Change requires a long term commitment and strong spiritual intelligence gets the team through the tough times.
Stages for managing a change initiative are:
· “Set up” – Prepare others for the reality that change is going to come, spell out how they will be affected.
· “Kick off” – Meet with the task force or the leaders of the change initiative.
· “Delivery” – Encourage others to step into their new responsibilities. Monitor your organization’s progress.
· “Review” – Reconsider what you would do differently next time.
“Leading Change” by John Kotter was first a HBR article that evolved into a book. It does a deep dive into eight mistakes people make when trying to change their companies. This book summary is relevant to me because it gives a step by step guide to succeed in managing a change. Many managers are asked to either improve the performance of an existing business or turn around a failing one, in both cases successful change is required. Based on my self-assessments I learned that I need to watch out for being too analytical. This reference helps me develop and communicate more of a sense of urgency.
There are eight mistakes leaders can make that will sabotage business change. Each one of this management errors has an opposite or solution for doing things right. This eight stage process is meant to be applied as needed there is no chronological or linear manner in which to proceed.
1. Establish a sense of urgency. In order to disrupt the inertia of things staying the way they are, a leader must make the organization understand that what has made them successful up to this point is not good enough to carry them forward. The business climate is constantly changing in order not to fall behind, the organization must change too.
2. Create a guiding coalition. A Leader cannot champion change alone. Even the top 20 executives can not affect change without support and buy in from the middle managers and front line managers who are running the day to day business and have credibility with the masses.
3. Develop a vision and strategy. Authoritarian decree or micromanagement do not enable change or motivate workers properly. A compelling well-articulated vision helps employees understand that transformation is in their long term best interest.
4. Communicate the vision of change. A leader needs to over communicate the vision. Keep the message simple so everyone can understand it. Most people will need to hear the message several times before it sinks in. Leadership behavior must be aligned with the message or the talk is meaningless.
5. Empower employees for broad-based action. Employees need encouragement to help remove the barriers to transformation, especially the ones hidden from plain view. The four biggest barriers are: bureaucracy, inadequate skills, insufficient organization systems and negative supervisors.
6. Generate quick wins. Transformations can take a long time. Create some quick wins that show progress and keep population motivated. Make sure the goal is visible, the win is clearly measured and not open to dispute, and it is relevant and can be tied directly to the transformation effort.
7. Consolidate gains to produce more change. Do not claim victory prematurely. As soon as the initiative loses momentum, resistance within the organization increases. Many of these principles need to be worked on at once and requires focus and energy
8. Anchor the new approach in the culture. The task is not done until employees begin thinking “this is how we do things around here”, essentially the culture has changed. You do not want to risk slipping back to the old ways of doing things.
In the book summary “The Art of Engagement” author Jim Haudan provides some eye opening reasons change initiatives fail and some extremely actionable strategies to overcome them. This information is relevant to my aspirations because it provides a great checklist of activities to do and hazards to watch out for when trying to engage employees in a change initiative. Based on my self-assessments this book summary is important to me because it focuses on organizaton wide initiatives and gives me a framework on of how to discuss change with upper management.
There are primarily six obstacles created by organizations that block employee engagement in a change strategy:
1. I cannot be engaged if I am overwhelmed
2. I cannot be engaged if I do not get it
3. I cannot be engaged if I am scared
4. I cannot be engaged if I do not get the big picture
5. I cannot be engaged if it is not mine
6. I cannot be engaged if my leaders do not face reality
Strategic engagement is a process not a onetime event. The process to encourage employees to engage must belong to all employees to attain three primary goals:
1. Create line of sight. Illustrate the path of how the employees effort positively affects the customer
2. Connect goals. Goal alignment between the employee and the organization is necessary
3. Develop capabilities. Make sure the employees have the opportunity to develop any new skills needed to execute the new strategy
Try these six tactics to connect and strengthen the bond between the company and workers.
1. Connect through images and stories. Use infographics and murals to help communicate the big picture
2. Create pictures together. Team members help to create the visuals that will be used to describe the need for change.
3. Believe in the leaders. Have frank conversations about people’s opinions, attitudes, and beliefs. Remember that large formal meetings are often the wrong place to try and get people to open up and be honest
4. Own the solutions. Allow small groups of employees personalize the issues at hand. Ask questions such as how do these challenges affect your ability to make money.
5. Play the entire game. Employees want their voices heard; they want to express themselves and know their suggestions matter. Make sure your message appeals to both right and left brain individuals.
6. Practice before performing. Allow employees to experiment and try new ways of doing things without fear of being penalized if they make mistakes. Every change effort will go through a period of time of diminished productivity as employees learn and adapt to new methods and procedures.
There are some universal principles of engagement that every company must recognize:
· People won’t change if they perceive the ‘need to change’ to be an indictment of their past performance.
· People will tolerate the conclusions of their leaders, but they will act on their own.
· People without understanding of a company’s strategy can’t take responsibility for change.
· People don’t need help in starting new actions; they need permission to stop the old ones.
· Strategy is…a purposeful adventure.
· People need an honest assessment of where they are and a clear picture of where they want to go.
· It’s impossible to visualize fuzz.
· Good comedians can be more valuable than strategists
· People must overcome the ‘or’ and embrace the ‘and’.
· Dialogue is the oxygen of change.
· Competitiveness is not determined by the learning speed of the ‘fastest few,’ but by the learning and execution speed of the ‘slowest many’.
· Success is not about a few people having better answers; it’s about everyone asking better questions.
In the HBR article “Tipping Point Leadership” by W. Chan Kim and Renee Mauborgne the authors write about NYPD Commissioner William Bratton and the principles he used to create substantial improvements to the Boston and New York crime scene. This article is relevant to my aspirations because all organizations face the obstacles that are overcome in this article. Gaining a better understanding of the barriers to success and revealing the strategies to overcome them make this piece relevant to anyone who perceives the need for change. My self-assessments show that I tend to be introverted, these examples provide an illustration on how to visibly get out infront of the effot.
There are four hurdles (four step process) a leader must overcome to institute dramatic and long lasting change. The first two hurdles are about the organization admitting it has a problem and deciding how to deal with it. The next two hurdles to overcome deal with being able to successfully execute on the strategy.
1. Cognitive Hurdle. Taking managers out from hiding behind spreadsheets and reports and putting them face to face with the customers’ or market problems is the most effective way to understand the levity of the situation.
2. Resource Hurdle. Avoid scaling back ambitions or having to fight for more of an organization’s already limited resources. Concentrate the resources that are available on the places in most need of change and can offer the biggest payoff. Create some quick wins to get everyone on board.
3. Motivational Hurdle. Single out the key actors with disproportionate power and influence due to their reputation or connections. They may or may not have fancy titles, and could even be outside the organization. Get them on your side and the rest of the workforce will follow.
4. Political Hurdle. Politics is inevitable. Find and deflate the powerful naysayers early on. Anticipate who might be against the change and create allies who can help neutralize those who would defend the status quo.
Following these steps will not only create meaningful change, the change becomes part of the organizations way of doing things. The positive behaviors last even when the dynamic leader move on to another role or assignment.
In Paul Strebel’s HBR article “Why Do Employees Resist Change?”, the author discusses the mutual obligations and commitments that employees and businesses have with one another. We learn without revising these obligations and commitments, referred to as compacts, change management efforts will fail. This article is relevant to my aspirations because many attempts at change management are unsuccessful. I have been personally part of change management initiatives based on a company acquisition where these compacts were not taken into account and the process went horribly wrong and needed to be rebooted after 1 year. This information added to the information above will help me avoid those same mistakes. Understanding compacts will also help me be more sensitive to the needs of employees.
Employee / Employer relationship has three dimensions or compacts:
1) Formal dimension which includes position descriptions and job requirements. These documents help employees understand how their performance will be measured and guide their activities.
2) Psychological dimension is where trust and respect are built. The level of motivation to work late in order to get the job done or if they believe their compensation is fair resides in this dimension.
3) Social dimension weighs the employees values and personal ethics against the company’s. The employee will also make their own assumptions about the company’s unwritten rules – for rewards, etc.
Any attempt at change must address all of these three dimensions to be successful. If not handled properly workers will focus on these individual issues and ignore the overall need for change. Agents of change should be mindful of cultural differences in multi-national corporations. Some cultures require highly documents formal agreements whereas others stress the psychological dimension.
Revising these personal compacts is done in three phases.
1) Leaders highlight the need for change and establish the context for revising the compacts.
2) Start process where the employees revise and buy into the compact revisions.
3) Lock in commitments with new formal and informal rules.
Exercises and practice routines
Excercise # 1. Building Spiritual Intelligence.
Objective: Perform a series of exercises to build upon the least understood of culture intelligence, the spiritual dimension
Perform these actions as a way to build spiritual intelligence.
· Pick a relationship you want to improve. Apply your spiritual nature to that goal.
· Find people you feel uncomfortable with; engage them in conversation.
· Ask your family and friends for honest feedback on your strengths and weaknesses.
· Create a description of yourself that portrays who you really are. Keep it. Refer to it regularly.
· Keep a journal of reflections about what’s really important to you.
· Name three things to do this month to make you and your loved ones happier.
· Create a personal vision for your future state of being, a life plan.
· List your organization’s values. How do they translate into employee behavior?
Exercise # 2. The imporance of communication
Objective: Highlight the fact that there is no such thing as over communcation during a change event.
Discuss with the team about the importance of communicating during a change. Have each individual write down
o 5 reasons why communication is important
o 5 effective methods that could be used to communicate change
o 5 factors that could cause employees to resist change
o 1 time they were involved in a change that did not go well
Have each team member discuss and share their answers with the group.
change-management-excellence-coldicott-en-46811.pdf | |
File Size: | 155 kb |
File Type: |
leading-change-kotter-en-47831.pdf | |
File Size: | 663 kb |
File Type: |
the-art-of-engagement-haudan-en-120481.pdf | |
File Size: | 166 kb |
File Type: |
hbr_tipping_point_leadership_april_2003.pdf | |
File Size: | 6226 kb |
File Type: |
why_employees_resist_change_hbr_article.pdf | |
File Size: | 966 kb |
File Type: |
chapter_7_change_management.pptx | |
File Size: | 310 kb |
File Type: | pptx |
Bibliography
Cook, Sarah, Steve Macaulay, and Hilary Coldicott. Change management excellence: Using the four intelligences for successful organizational change. Kogan Page, 2004.
Kotter, John P. "Leading change: Why transformation efforts fail." Harvard Business Review 73, no. 2 (1995): 59.
Haudan, Jim. "The Art Of Engagement: Bridging The Gap Between People And Possibilities Author: Jim Haudan, Publisher: McGraw-Hill Pages." (2008): 288.
Kim, W. Chan, and Renée Mauborgne. "Tipping point leadership." Harvard Business Review. 81, no.4 (2003): 60.
Strebel, Paul. "Why do employees resist change?." Harvard business review 74, no. 3 (1996): 86.
Cook, Sarah, Steve Macaulay, and Hilary Coldicott. Change management excellence: Using the four intelligences for successful organizational change. Kogan Page, 2004.
Kotter, John P. "Leading change: Why transformation efforts fail." Harvard Business Review 73, no. 2 (1995): 59.
Haudan, Jim. "The Art Of Engagement: Bridging The Gap Between People And Possibilities Author: Jim Haudan, Publisher: McGraw-Hill Pages." (2008): 288.
Kim, W. Chan, and Renée Mauborgne. "Tipping point leadership." Harvard Business Review. 81, no.4 (2003): 60.
Strebel, Paul. "Why do employees resist change?." Harvard business review 74, no. 3 (1996): 86.