101 Tips for Managing Change

by Richard Brenner

Is your change project stuck in neutral? Or maybe even reverse? Are you managing a change effort that has run into passive resistance or active sabotage? Or are you afraid that might happen? Maybe you're beginning to wonder whether your career is on the line…

Skip to the Details: How To Orderiring a consultant might give you someone to blame, but blaming someone else might not be protection enough. The best protection is success. Here's a new look at approaches that the best change leaders use to inspire and lead the people of their organizations to new ways of working.

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roller coaster Change managers everywhere face similar challenges, no matter what the size of their organizations. And there's plenty of help available, though much of it is either too abstract or very cook-booky. 101 Tips for Managing Change gives you a way to learn from the experience of others without having to read a 200-page book full of theory and evidence.

In my own experience and training, and in working with clients, I've learned a lot about what works and what doesn't when we try to change. Some of what I've learned is just good practice and has appeared in the literature over the years. But much is new, developed in response to the rapid structural and technological change that has swept through today's office.

This tip book is different from many other guides for dealing with Change. Unlike others, it provides

Suggestions for changing the way you experience Change yourself, to help you keep your focus on the Change effort.
Ideas you can use not only to resolve difficulties that can arise, but also to avoid problems in the first place.
Insights that help you understand the systemic sources of difficulties in Change efforts.

Some sample tips

Here's a sample:

Be honest about whether or not the change effort is elective: Management's need to project an image of stability and control can sometimes manifest itself as a desire to position all Change efforts as elective, even when they're forced upon the organization by competitive or threatening factors external to the organization. Because positioning Change efforts as elective when they are not fools no one, you can avoid stimulating resistance and cynicism by being honest about whether the change effort is elective or not.
Labeling people makes trouble: Labeling people as "resisters" or "supporters" or "passives" or any of the other terms associated with the change tends to dehumanize people. Labeling is a divisive tactic that reduces your effectiveness as a change manager.
Speak plainly: New buzzwords, acronyms, abbreviations, jargon and other "in-talk" introduce barriers between the change manager and the larger population. Find plain-language names for new concepts.

Make a change in how you manage change — order this tip book now!

What readers say

Here's a sample of reader's comments:

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You fill a need that went unmet -- a sort of Dr. Phil for Management!
I have found your articles extremely accurate, inspiring and applicable to day-to-day. You have a great writing style and the lessons that you have shared with us are invaluable.
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Most of us have way too much to do to find much time to read. And the time we do have is broken up into small chunks. We need the knowledge, but too often, we don't have time to get it, and we can't wade through 15-page chapters that lay out lengthy discussions.

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