20 Best Books On Change Management (2023 Update)

The international bestseller now with a new preface by the author. millions worldwide have read and embraced john kotter’s ideas on change management and leadership and leading change, his seminal work, is widely recognized as the bible on leading transformational change. needed more today than any time in the past, this classic book serves as both visionary guide and practical toolkit on how to approach the difficult yet critical work of leading change in any type of organization.

The effective change manager's handbook helps practitioners, employers and academics define and practise change management successfully and develop change management maturity within their organization. a single-volume learning resource covering the range of knowledge required, it includes chapters from established thought leaders on topics ranging from benefits management, stakeholder strategy, facilitation, change readiness, project management and education and learning support. endorsed by the change management institute and the official guide to the cmi body of knowledge, the effective change manager's handbook covers the whole process from planning to implementation, offering practical tools, techniques and models to effectively support any change initiative. all four editors worked on behalf of the change management institute to co-author the first global change management body of knowledge, the effective change manager, and are members of the apmg international examination panel for change management.

The definitive, bestselling text in the field of change management, making sense of change management provides a thorough and accessible overview for students and practitioners alike. without relying on assumed knowledge, it comprehensively covers the theories and models of change management and connects them to workable approaches and techniques that organizations of all types and sizes can use to adapt to tough market conditions and succeed by changing their strategies, structures, mindsets, leadership behaviours and expectations of staff and managers. this completely revised and updated fifth edition contains new chapters on digital transformation and becoming a sustainable business, new material on resilience, well-being and effective leadership, and new examples from organizations including google, burberry and volvo. supported by "food for thought" and "stop and think" features to aid critical thinking and understanding, as well as checklists, tips and helpful summaries, making sense of change management remains essential reading for anyone who is currently part of, or leading, a change initiative. new and updated accompanying online resources include international case study question packs for lecturers and lecture slides with reflective questions.

Change is never a stepwise or easily prescribed process. rather, it is messy and complicated, and its outcomes are easily swayed by a host of factors. in this context, leaders need to develop and utilize realistic frameworks for organizational change. they need to implement a holistic change model that defines and justifies the proposed change, and takes account of both the abilities of those who will be asked to lead and carry out the change, and the context in which the change is to occur. to develop such a model, herold and fedor examined more than 300 changes and interviewed over 8,000 individuals who lived through them. they then reality-tested their model by bouncing their ideas off hundreds of managers who were living change on a day-to-day basis. those ideas are collected in this practical book, which will be of use to anyone who is likely to lead change initiatives in almost any organizational environment–from executives, to consultants, to management students.

Change isn't going anywhere. learn how to manage it. change can be difficult. it often induces resistance, panic, and fatigue. and, as you may expect or have experienced first-hand, many organizations aren't handling change all that well, with many efforts resulting in failure. what you may not realize, however, is that some workplace change initiatives are stunning successes, rolling out smoothly and more easily embraced. why do some change initiatives fail while others succeed? how can organizations and employees handle change better? in the hard and soft sides of change management, kathryn zukof offers practices and approaches to help you and your organization roll out, receive, and manage change effectively. namely, zukoff shows that you need to manage the process (or the "hard") side and the people (or the "soft") side of change and find the sweet spot between the two. she demonstrates that when you integrate both sides, you and your organization can make change less of a hit-or-miss affair. successful change management means deploying sound project management techniques that increase the odds of achieving the outcomes of your change initiative. it also means helping employees understand the need and vision for change, so they feel less threatened by it and become excited and energized by what's ahead. to deliver best results, you need to: define the change and how to get there–with project charters and plans. involve the right people in the right ways–from dedicated change teams to affected stakeholders. build support, understanding, and awareness–with communication, training, and resistance management plans. assess progress and adjust along the way–through action reviews and steps to tackle thorny issues. capturing the inherently messy nature of workplace change–from technology implementations, mergers and acquisitions, and business transformations to office relocations and more–this book offers tangible insights to help you and your organization tackle change challenges. follow the book's tools and practices to lessen the messy and objectionable parts of change and actively give your change initiatives the best chance for positive outcomes.

Are you familiar with any of the statements below: -"i was baffled about the changes in my company." -"management fail to communicate the reason for the change." -"i offered my feedback, but my manager did not take me seriously." – "i heard about the changes via the grave vine." -"i have problems communicating with my team." -"my employees are not buying into the changes." sadly, when companies promote people into leadership positions and do not provide the necessary training, the company becomes severely over management with many bosses who have significant problems communicating with their team. from my research, 60% of new managers underperform in their first two years, resulting in increased performance gaps, an uninspired workforce and a significantly high employee turnover rate. many managers and leaders have a significant problem communicating effectively with their team; as a result, their team suffers, and their organization becomes a very toxic workplace. change is hard for many people; quite frankly, people don't like change. as the leader, you must understand the crucial role communication plays in your organization, especially during a change, because it will determine if your change is a success or a complete failure. this book will help all leaders (existing, new and upcoming) understand why communicating is so essential during a change, the various communication channels one can use to deliver their message, how to segment your communication and many more. this book will help any leader from any sector create an excellent organization and, in the process, help all leaders become great communicators who can lead any change successfully.

A soundview executive summaries best business book of 2014 and a silver medalist in the axiom business book awards! if there's one certainty in business today, it's this: change is coming your way. you have no choice in the matter. the choice you do have is either to embrace it or bury your head in the sand. in choosing change, astd chairman walter mcfarland and leadership executive coach susan goldsworthy offer a proven new model for not just facing inevitable change–but leveraging it as a tool for long-term success. the first step is personal: you must decide that you are going to change; only then can you lead change. from there, the authors present the tactics and strategies you need to compete today. organized into two thematic sections, choosing change takes you step-by-step through the authors' dynamic model for leading any company to success. part i explains how to apply the newest research findings in psychology, neuroscience, and executive development to implement change in yourself. part ii focuses on organizational theory, management, and organizational learning, showing you how to integrate change into your organizational dna. each section makes the process easy to understand by breaking it down into the five ds: disruption: an experience or event that triggers a conscious choice to change desire: committing to goals and deciding upon the change necessary to meet them discipline: consistently taking steps that build the momentum required for sustainable change determination: developing the resilience to focus and deliver even when faced with setbacks development: establishing a system for continuous improvement, feedback, and ongoing learning if you want to survive and flourish in today's business world, you must be prepared to adapt to changing marketplace circumstances. sudden changes in markets, society, and the economy have ruined industryleading companies overnight–because they weren't change-focused. don't be one of them. lead yourself and your organization to the top–and stay there–by choosing change. praise for choosing change: "the most essential talent for successful leaders will be having the capacity for conscious evolution — changing themselves and their organizations for the better. susan and walt introduce a fascinating multidisciplinary approach for developing this capacity. if you aspire to be part of the solution, this book can help, big time!" — richard olivier, artistic director, olivier mythodrama, author of inspirational leadership "how do you respond to change and disruption? ignore it? resist it? react to it? embrace it? or create it? choosing change will help you find your choice point — and when you see and use it you will quickly be able to escape the habits of the past and build for the future." — daniel denison, professor of management and organization, imd business school, chairman, denison consulting llc , author of the denison organizational culture survey and the denison leadership development surveys "the only way to succeed today is to change before you need to. goldsworthy and mcfarland draw from over 60 of today's most successful leaders to create an unprecedented road map on exactly how to change before it's too late." — marshall goldsmith, author of the new york times bestsellers mojo and what got you here won't get you there, thinkers50 award winner for most-influential leadership thinker in the world "an outstanding contribution to the literature on leadership and change. in fact, their focus on both is unique. or be changed. this amazing book takes a deep dive into helping leaders create new possibilities — for themselves and for their entire organizations." — patrick sweeney, president of caliper, coauthor of the new york times bestseller succeed on your own terms "there were good books about personal change and good books about organizational change. choosing change is a great book linking the two domains and giving you the tools you need to succeed on both fronts." — jean-francois manzoni, shell chaired professor of human resources and organisational development and professor of management practice, inse ad, author of the award-winning the set-up to fail syndrome “goldsworthy and mcfarland’s five principles make it easy to integrate change into your organization's dna. the foundational knowledge in this book is critical for those who hope to successfully lead their organizations into the future.” — t+d magazine “a must-read!” — people & strategy

This book helps you navigate your way through change by utilizing the change cycle model. the model depicts the six predictable and sequential stages of change and the specific thoughts, feelings, and behaviors associated with each stage. here and there you might run into a little humor, too. or a displeased boss. the change cycle has been road tested by people in companies and organizations across america and on four continents. it has been used by people contemplating a career change, by the self-employed, by the recently promoted, and by the recently laid off.

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"the best book on change i've ever read…" (bank ceo)"the best book on change in fifteen years, perhaps longer…" (organization development consultant)leaders need guidance on leading change grounded in the latest science, not 20th-century myths. in this updated 2019 edition of the science of organizational change, paul takes us on a journey from change mythology, from new age change ideas, from "reports in drawers", and from pop psychology up to the present. in the first comprehensive treatment of behavioral science in business, you'll learn which cognitive biases caused the 2008 financial crisis, enron, and the deepwater horizon. later in the book, you'll discover how evidence-based management is helping leading businesses including google.the author's 30-year career, scholarly approach, but without dry academic writing make this book a must-read for all managers interested in change. few authors incorporate findings from psychology, sociology, medicine, philosophy of science, ethics, public policy, economics, and mathematics into books on change. fewer still do it in an interesting way.read case studies from cisco, intel, nokia, bp, shell, barclays, british airways, comcast, and pwc – all former clients of the author where he advised at c-suite level.

Leaders try to bring about change. and change almost always elicits opposition. so how do leaders navigate change, and the opposition to it, without giving up their dream for what could and should be? carey nieuwhof, pastor of connexus church near toronto, examines five strategies that can help church leaders engineer change: 1. determine who is for (or against) the change and why. 2. decide where to focus your attention. 3. develop the questions that will set your course. 4. learn to attack problems instead of people. 5. persevere until the critical breakthrough. insightful and practical, leading change without losing it offers hope and encouragement for leaders, no matter where they serve in the church.

'the effective change manager' is designed for change management practitioners, employers, authors, academics and anyone with an interest in the evolving professional discipline of change management. the first edition, 'the change management body of knowledge (cmbok)', drew on the experience of more than six hundred change management professionals in thirty countries. this second edition has grown that base to over 900 contributors and reviewers.' the effective change manager' describes the underpinning knowledge areas that change managers must know and understand to be effective in their change practice. it also describes the evolution of the change management practice as it starts to mature. the change management institute operates as a global leader in strengthening, connecting and advancing the change management profession. it is committed to assisting members in developing capability, credibility and connections in their pursuit of professional excellence.the change management institute is an independent professional organization that is uniquely positioned to promote and advance the interests of change management.

The business world is constantly transforming. when restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. but the psychological transitions that accompany them are even more stressful. organizational transitions affect people; it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change. as veteran business consultant william bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. this indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally connected workplaces. directed at managers on all rungs of the corporate ladder, this expanded edition of the classic bestseller provides practical, step-by-step strategies for minimizing disruptions and navigating uncertain times.

What's the difference between creating shelfware and delivering solid business benefit? it's as basic as the difference between wishing and winning. what makes the difference is a discipline called "business change management." if you're in the change business, and who isn't these days, it's a discipline you'd better master. you have no shortage of books on the subject to choose from. but be careful. most start by pointing you in exactly the wrong direction, claiming that resistance to change is somehow wired into most human beings. admittedly, the evidence that this is the wrong direction is hidden from view. (facebook, everything apple produces that starts with "i," and the selling power of the phrase "new and improved!" are pretty hard to spot, after all.) bare bones change management: what you shouldn't not do (bbcm from here on in) takes a radically different approach (read: realistic approach) to business change management. from the first page you get reality: when employees resist change, it isn't because they're stupid. it's because they're smart. bbcm isn't a book for philosophers. it isn't a book for academicians. it's written for you, the leader of change on the ground where the action is. it's your toolkit to anticipate, defuse, and otherwise deal with the inevitable sources of resistance to whatever change you're responsible for leading. it's lightweight, complete, and practical — a methodology that will see you and your organization through whatever change you're planning or should be planning. bbcm gives you all seven of the critical tools you need when planning a business change. – publisher.

This used book is in acceptable condition. qu? puedo hacer con esta psima organizacin me gusta mi trabajo, pero no me gusta lo que hace la gerencia. c? mo lo manejo? bien, es fcil. hay 3 opciones:1. ignorarlo. cambiar una organizacin es un trabajo pesado. si no tenemos el vigor para aprender a ser un buen agente del cambio, dejemos de quejarnos de lo que est? mal. aceptemos que la organizacin es lo que es, y disfrutemos de lo bueno que nos ofrece nuestro trabajo. 2. renunciemos al trabajo. la nica razn por la cual hay malas organizaciones es porque la gente no renuncia a su empleo. hagmosle un favor al mundo y busquemos un lugar mejor para trabajar. ayudemos a las malas organizaciones a salir de su desdicha no trabajando para ellas.3. aprendamos sobre gestin del cambio. mucha gente es terrible para influir en otras personas y cambiar las organizaciones. pero, si lo tomamos en serio, podemos aprender a ser un agente del cambio ms eficaz.es t? malo, djalo o cmbialo.este libro es para aquellos que eligen la opcin 3.

This ground-breaking textbook describes change as an on-going phenomenon: not an event that will soon be over but a permanent feature of organizational life. taking a unique and refreshing approach, the text presents change as a communal process reinforced by multi-perspective stakeholder management with significant impact on individual and social responsibilities. it showcases how change is successfully achieved through relational communication based on conversations, narrations and storytelling. this approach has been extensively tested over many years in university education programmes around the world. now in its second edition, managing organizational change provides students with an insightful overview of change management that realistically reflects the needs of organizations today to respond to, include and empower their employees. written by an experienced instructor and researcher, this textbook is ideal for undergraduate and postgraduate students of change management and for those aspiring to become managers and consultants.new to this edition:- an extended coverage of diagnosis and intervention with an emphasis on appreciative inquiry- revised cases and newer conversational episodes from a wide variety of conversational settings- a variety of activities designed to engage students and enhance their learning outcomes

John kotter's international bestseller leading change struck a powerful chord with legions of managers everywhere. it acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world. cohen delve deeper into the subject of change to get to the heart of how change actually happens. through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: how do you go beyond simply getting your message across to truly changing people's behavior? based on interviews within over 100 organizations in the midst of large-scale change, the heart of change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. while most companies believe change happens by making people think differently, kotter and cohen say the key lies in making them feel differently. they introduce a new dynamic-"see-feel-change"-that fuels action by showing people potent reasons for change that spark their emotions. organized around the revolutionary eight-step change process introduced in leading change, this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action. the authors reveal how this appeal to the heart-over the mind-motivates people to overcome even daunting obstacles to change and produce breathtaking results.for individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart-and the how-of successful change.john p. kotter, world-renowned expert on leadership at the harvard business school, is the author of many books, including the award-winning, best-selling leading change. cohen is a principal with deloitte consulting llc.

Viele veränderungsprojekte in unternehmen scheitern daran, dass die erfolgskritische frage des change managements ignoriert wird: wie bindet man mitarbeiter ein? in dem buch zeigen erfahrene organisationsentwickler die bedeutung von vision und ziel, kommunikation, beteiligung und qualifizierung für erfolgreiche veränderungsprozesse. die autoren liefern konkrete handlungsanleitungen, detailliert beschriebene vorgehensweisen, ablaufschemata, gesprächsleitfäden und checklisten. die 3. auflage wurde komplett überarbeitet und um weitere tools ergänzt.

Change is hard, but learning more about it doesn't have to be boring. the change book: change the way you think about change helps you get smart on change management without the pain. it addresses framing your change, leadership, resistance, culture, communication and more. flip it open to any page and you'll find powerful, concise, and easy advice from battle-tested practitioners. why aren't your communication efforts working? the book addresses common pitfalls, like waiting too long, delivering "bad" news and hitting people with the wrong kinds of information. how many people should you involve in your new effort? there's advice on engaging the masses and there are real stories of organizations who harnessed the power of their people. what should you do about those who resist? do you have to turn all of them into supporters? read about finding the people in your "sweet spot" and focusing on them. how will you keep people excited and engaged? the book offers tips for getting buy-in and maintaining momentum.

Leading a team through periods of rapid change can be a leader's toughest problem. discover the tools that leaders like steve jobs of apple computers know: that change managed correctly can result in massive quarterly growth in revenues and earnings while maintaining high morale and fiercely loyal employees. explore the barriers to change and where they come from, along with the tools to overcome the natural human resistance to change. how you lead your team will shape the direction of your company in the global economy of the twenty-first century. every good leader knows that you can learn from others-discover the top twelve reasons why organizational change fails from new york times bestselling authors. clearly understand the seven phases of change that people experience and you will be equipped to lead your people to success. contents include: embracing change! larry iverson the science of change management by dr. larry iverson leadership strategies for the four stages of change by laura stack the foundation for successful change by zig ziglar leading beyond your own style by jennifer sedlock how to understand the generation differences by brad worthley the courage of change by dr. sheila how to stay positive and focused in uncertain times by sarita maybin the 12 reasons organizational change fails by mark sanborn bonus pdf: leading change and change management workbook