 Leading Change 3: Communicate the impact of change
Communicate simply, truthfully, and openly with
stakeholders as the change process unfolds
Follow up on all commitments and open questions
On-the-Job
Identify a change effort in progress. After assessing the
people-related business issues, brief the architects of the change and those who will
implement it on the implications of the change Develop a communications plan to identify
and assess change issues at every level of the organization Take a project management
approach to identifying, listing and closing out issues arising from change Select a
mentor who is an effective communicator
Education and Training
- Corporate Legends and Lore: The Power of Storytelling as a Management Tool (Stanford University,
415-381-9363, Video, $95)
- Annual Communication Conference (Conference Board,
212-339-0345, 2 days, $995)
- Restructuring Internal Communication to Drive Radical Change
(International Quality & Productivity Center, 973-256-0211, 2 days, $1495)
- Designing Culture Change (The Human Resource Planning Society,
212-490-6387, 2 days, $1095)
- NTL Institute (703-548-1500)
---Facilitating and Managing Complex System Change, 6 days, $1595 - Also
offered in London
---Creating Change for a Sustainable Environment
- How To Make Successful Changes Within Your Organization
(Positive Employee Practices Institute, 612-333-0471)
- Pritchett & Associates (1 day workshops, $197,
800-622-8989)
---New Work Habits for a Radically Changing World
---The Stress of Organizational Change
---High Velocity Cultural Change
---Business as Un-Usual
- Restructruing Internal Communications to Drive Radical
Change (International Productivity and Quality Center, 973-256-0211, 2 days, $1495)
Reading
- The Conference Board (212-339-0345)
---Change Management: Communication's Pivotal Role, Report No. 1122, 1995
---Communicating the Future, Report No. 1240,1999
---A Blue print for Managing Change, Report No. 1149, 1996
- The Challenge of Organizational Change: How Companies
Experience It and Leaders Guide It (The Free Press, 1992)
- Nancy J. Barger and Linda K. Kirby, The Challenge of Change
in Organizations: Helping Employees Thrive in the New Frontier (Davies-Black, 1995)
- Colin Carnall, Managing Change in Organizations (Prentice
Hall, 1990)
- Richard Beckhard and Wendy Pritchard, Changing the Essence:
The Art of Creating and Leading Fundamental Change in Organizations (Jossey-Bass, 1992)
- Colin Carnall, Managing Change in Orgnaizations (Prentice
Hall, 1990)
- Roger D'Aprix, Communicating for Change: Connecting the
Workplace with the Marketplace (Jossey-Bass, 1996)
- Kenneth Hey and Peter Moore, The Caterpillar Doesn't Know: How Personal
Change is Creating Organizational Change (Free Press, 1998)
- David K. Hurst, Crisis and Renewal: Meeting the Challenge of
Organizational Change (Harvard Business School Press, 1995)
- Robert W. Jacobs, Real Time Strategic Change (Berrett-Koehler, 1997)
- William Joyce, MegaChange: How Today's Leading Companies Have
Transformed Their Workforces (Free Press, 1999)
- Larkin and Sandra Larkin: Communicating Change: Winning
Employee Support for New Business Goals (McGraw-Hill, 1994)
- John L. Mariotti, The Shape Shifters: Continuous Change for
Competitive Advantage (Van Nostrand Reinhold, 1997)
- Allan M. Mohrman et al., Large Scale Organizational Change
(Jossey-Bass, 1990)
- Richard L. Nolan and Daniel C. Croson, Creative Destruction:
A Six Stage Process for Transforming the Organization (Harvard Business School Press,
1995)
- James O'Toole, Leading Change: Overcoming the Ideology of
Comfort and the Tyranny of Custom (Jossey-Bass, 1995)
- Peter Senge et al., the Dance of Change (Nicholas Brealey, 1999)
- David C. Wilson, A Strategy of Change: Concepts and
Controversies in the Management of Change (Routledge, 1992)
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