The Change Agents' Handbook

Chapter Summaries

Chapter 1. The Job and the Person

Understanding the requirements of the job and individual, and finding a suitable match:

Why to appoint a change agent
What the job is really all about
Typical scope of the job
Typical roles
What the job is not – common misconceptions
What knowledge and skills you need to succeed
Why your personal philosophy and attitude are key factors
Desirable and undesirable characteristics of a change agent
The magnitude of the task
How novices can learn on the job
Check yourself out
How to recruit an individual suitable for this job

Chapter 2. The Situation

How to assess whether the organization is ready for change and whether success is possible:

Why to assess the situation
The 'must haves'
The change agent's wish list (nice to have)
Dubious blessings
Potential major barriers
How to investigate
Arriving at a decision
What to do if the commitment to change is lacking
How to build management commitment to change

Chapter 3. Getting Established

Getting established in the organization in the new role:

Finding out how the organization works, and what's important
How to investigate
Building relationships with the leader, your colleagues, and other stakeholders
Building a relationship with front-line people
The importance of getting the cards on the table
Agreeing on mutual roles, responsibilities and expectations with others
Agreeing on realistic goals
Stepping up to the new role: personal education and development
Working with people at a higher level than before

Chapter 4. Preparing to Launch the Process

Moving from a commitment in principle to a detailed plan of action:

Building and sustaining the initial commitment
Developing a cohesive top management team
Establishing and developing a Quality Council
Reestablishing the mission, vision and values
Conducting an initial assessment

Chapter 5. The Plan

Possible elements of a plan for the transformation, factors in selection and sequencing, and how to review and validate the plan.

Developing the plan
Areas to consider in the plan
A typical initial plan – sequence and rationale
Verifying the plan
Key success factors
Designing the change process to endure in the long haul

Chapter 6. Managing Change

Organizational change portrayed as a journey together of many individuals, each traveling the journey for their own reasons.

The personal journey of the individual
Reasons to resist change
Reasons to go along
Working through changes – the personal struggle
How change affects the individual
Helping people through change
The journey together of the group
Typical patterns of behavior
Typical patterns of progress over time
Guiding principles for managing change
Dealing with setbacks, slowdowns and uncertainty

Chapter 7. Internal Resources

Developing relationships with and mobilizing internal resources:

The pros and cons of the Change Agent being responsible for a staff or line function
How to establish, sustain, and develop a network to support the change process
How staff functions are changing
Executing this transition
The relationship between the support network and the staff functions

Chapter 8. External Resources

Selecting and utilizing external resources:

The various types of external resources and their different uses
How to access sources of information and build an information network
How to select and make proper use of consultants and other suppliers

Chapter 9. Personal Survival and Growth

Quotes and lessons from the real-life experience of other change agents:

The personal challenges and characteristics of the job
The experiences of others in this work, and their advice -- based upon interviews
Looking after yourself
Knowing yourself and making a personal decision about doing this type of work

Appendices

Appendix A. Quality in a Nutshell

A summary of the history of the quality revolution, and the characteristics of a quality approach. This is a primer for those who are relatively new to this field.

Appendix B. The Body of Knowledge

An overview of the key areas of theory and practice. This is provided to help you identify possible new areas of study.

Appendix C. Strategies, Methodologies, Tools, and Techniques

Brief descriptions of some common approaches to improving quality. This section is provided to help you decide whether any of these specific approaches are worth further study in your situation.

Appendix D. Sources

A list of recommended sources, including books, materials and organizations.