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This comprehensive guide demonstrates the importance of the emotional, people element of sustaining change, offering global case studies and practical tools for formulating interventions.
Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models and resource scarcity are impacting every sector. Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace which people in organizations have to cope with. Structures, systems, processes and strategies are relatively simple to understand and even fix. People, however, are more complex. Change can have a different impact on each of them, all of which can cause different attitudes and reactions. Managing and Leading People Through Organizational Change is written for leaders with the key responsibility of managing people through transitions.
Managing and Leading People through Organizational Change provides a critical analysis of change and transformation in organizations from a theoretical and practical perspective. It addresses the individual, team and organizational issues of leading and managing people before, during and after change, using case studies and interviews with people from organizations in different sectors across the globe. This book demonstrates how theory can be applied in practice through practical examples and recommendations, focusing on the importance of understanding the impact of the nature of change on individuals and engaging them collaboratively throughout the transformation journey.
This book will enable everyone with an interest and drive for leadership and management responsibilities to better engage with those we work for: our people. Because it is only through our people that we will ever deliver successful change.
Professor Rune Todnem By, Journal of Change Management Editor-in-Chief and Co-founder, the Public Leadership Foundation
Hodges moves beyond the technical aspects of change and the focus on overcoming resistance from individuals. Instead she focuses on people, providing practical recommendations based on frameworks and theories from the academic literature as well as comprehensive examples from practitioner experiences. In this way readers from industry, academics, and students will all deepen understanding about how to engage individuals collaboratively in transformational processes as organizational change is implemented.
Dr Deirdre Anderson, Senior Lecturer in Organizational Behaviour, Cranfield School of Management
This book explains and articulates that understanding and managing change cannot be done without understanding human emotion. It is the combination of this understanding with practical tools and guidance that makes this book so relevant and so effective for individuals, leaders, HR managers and organisations alike.
Tom Woolgar, Director of Corporate Banking, Scotia Bank
This book successfully translates theory into practise with realistic scenarios for reference. The insights into the experience of others is invaluable. A must for executives and managers!
Christine Hartridge Commercial Manager, Philips UKI
Julie focuses on the people dimension of change that I feel is often neglected. This is a must read for every professional leader and manager and is inspirational also for those dealing with people on day to day basis.
Jeanny Paren, Client Development Manager EMEA, Thomson Reuters
Hodges puts people at the heart of organisational change.... This book... provides insights on people's emotions and decision making process without falling into overly complex considerations or debate. Furthermore it equips the people who need to lead or manage change with some very practical tools and techniques.
Cyril Lebel, Client Service Partner, Customer Presales and Service - Americas, Vodafone Global Enterprise
It effectively combines theoretical and practical approaches to deliver an insightful and comprehensive consideration of the people aspects of change management in the context of accelerating global change and disruption.
Elizabeth Strong, Regional Manager Asia & EMEA, Human Resources, Qantas Airlines
Dr Julie Hodges is an academic, author and consultant. She is currently Director of MBA programmes at Durham University Business School and a lecturer and researcher into change in organizations. Julie has a PhD in the impact of change on levels of stress among middle managers in organizations. Before entering the academic world Julie worked as a management consultant for over 20 years in several profit and non-profit organizations, including the British Council, Vertex, PwC and RBS. Julie is a founding Director of the Leading Well - a social enterprise for developing leaders in the public and third sectors.
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