Price includes the receipt of one PDF formatted e-Book, which covers one of the following topics as described below. Please use the drop down menu at the bottom of the page to select the e-Book you wish to buy,

Advance learning about change in the following topics:

• Sponsor Agent contracting during change - A real issue in change implementation is when Sponsors and Change Agents embark on an initiative with no clear and explicit agreement or shared commitment to act in respective of the initiative. What can follow is that Sponsors and Change Agents act, or fail to act, in isolation. Both Sponsors and Change Agents can become disappointed with the efforts made by the other. Defensiveness and blaming about problematic aspects of the change can set in.
• Influencing Others during Change - Change agents depend on socially positive influence to gain acceptance for their ideas or plans. Ultimately change agents try to influence people in order to escalate their commitment to the change endeavour and counteract resistance that may emerge.
• Balancing Change Capacity and Demand - For an organisation to successfully implement change and achieve benefits they must successfully manage all three components or risk areas in the organisational system: organisational capacity risks; change demand risks; and initiative specific risks.
• Mapping and Measuring Change Benefits - The fundamental reason for embarking on a change initiative should be to realise benefits. The change results in a set of outcomes defined as the future state: the two things that will happen as a result of the change being made. Benefits are the quantification of these outcomes. Yet a 2001 benchmarking survey regarding change implementation revealed that in only 32% of initiatives were business benefits identified as the basis for planning the change.
• Building a Robust Change Plan - Many changes must emerge through a period of discussion and experimentation before any agreement or clarity about how to proceed is attained. However once agreement and clarity attain a critical level – planning of the people- centred aspects of the change into an orchestrated series of interventions is required.

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