Change Management: Successfully Shaping Change Processes – Mobilizing Employees. Vision, Communication, Participation, Qualification

Preface to the Fourth Edition
Preface to the Third Edition
Preface to the Second Edition
Preface to the First Edition
Contents
About the Authors
1: Planning and Implementation of Change Management
	1.1	 What Types of Change Are There in Organizations?
	1.2	 What Is Meant by the Professional Side of a Change?
	1.3	 What Is Meant by the Emotional Side of a Change?
	1.4	 When Is It Useful and Necessary to Initiate Change Management?
	1.5	 What Is Meant by Change Management?
	1.6	 How Can Change Management Be Planned?
	1.7	 How Is the Book Structured?
2: Vision Development
	2.1	 Necessity of a Vision in the Change Process
	2.2	 Introduction and Overview
	2.3	 Vision Development Workshop
		2.3.1	 Definition and Outcome of a Vision Development Workshop
		2.3.2	 Description of the Vision Development Workshop
			Variant 1: Interviews by the Moderator
			Variant 2: Prepare SWOT Analysis in Individual Work
			Tips for the Vision Development Workshop
	References
3: Vision Communication
	3.1	 The Need to Communicate the Vision in the Change Process
	3.2	 Introduction and Overview
	3.3	 Vision Kick-Off for Managers
		3.3.1	 Definition and Outcome of the Vision Kick-Off for Managers
		3.3.2	 What Is the Outcome of the Vision Kick-Off for Managers?
		3.3.3	 Description of the Vision Kick-Off for Managers
	3.4	 Vision Information Event for Employees
		3.4.1	 Definition and Outcome of a Vision Information Event for Employees
		3.4.2	 Description of the Vision Information Event for Employees
		3.4.3	 Tips for the Vision Information Session
	3.5	 Vision Dialog Kick-Off in the Organizational Units
		3.5.1	 Definition and Outcome of the Vision Dialog Kick-Off
		3.5.2	 Description of the Vision Dialog Kick-Off
	3.6	 Continuous Vision Dialogs
		3.6.1	 Definition and Outcome of the Continuous Vision Dialogs
		3.6.2	 Description of the Continuous Vision Dialogs
	3.7	 Vision Manual for Managers and Employees
		3.7.1	 Definition and Outcome of a Vision Manual
		3.7.2	 Description of the Vision Manual
	3.8	 Team Meetings
	References
4: Vision Implementation
	4.1	 Necessity of Implementing the Vision in the Change Process
	4.2	 Introduction and Overview
	4.3	 Change Map
		4.3.1	 Definition and Outcome of a Change Map
		4.3.2	 Description of a Change Map
		4.3.3	 Tips for Developing a Change Map
	4.4	 Goal Setting
		4.4.1	 Definition and Outcome of a Goal Setting Process
		4.4.2	 Description of the Goal Setting Process
	4.5	 Alignment of Values and Management Tools
		4.5.1	 Definition and Outcome of the Alignment of Values and Management Tools
		4.5.2	 Description of the Alignment of Values and Management Tools
		4.5.3	 Tips for Aligning Values and Management Tools
	4.6	 Vision Review
		4.6.1	 Definition and Outcome of a Vision Review
		4.6.2	 Description of a Vision Review
	4.7	 Vision Coffee
		4.7.1	 Definition and Outcome of a Vision Coffee
		4.7.2	 Description of a Vision Coffee
	References
5: Communication
	5.1	 Necessity of Communication in the Change Process
	5.2	 The Communication Process in Detail
	5.3	 Planning of a Communication Concept
		5.3.1	 Communication Plan
			Definition and Results of a Communication Plan
			Description of a Communication Plan
		5.3.2	 Workshop on the Preparation of a Communication Plan
			Definition and Outcome of a Workshop for the Creation of a Communication Plan
			Description of a Workshop for the Creation of the Communication Plan
		5.3.3	 Interviews for the Preparation of a Communication Plan
			Definition and Result of Interviews for the Creation of a Communication Plan
			Description of the Interviews
	5.4	 Implementation of Communication Measures
		5.4.1	 Info Market
			Definition and Results of an Info Market
			Description of an Information Market
		5.4.2	 Team Meeting
			Definition and Result of a Team Meeting in Change Processes
			Description of a Team Meeting in Change Processes
		5.4.3	 Communication in the Leadership Cascade
			Definition and Outcome of Communication in the Leadership Cascade
			Description of Communication in the Leadership Cascade
		5.4.4	 Newsletter
			Definition and Result of a Newsletter
			Description of a Newsletter
		5.4.5	 Interactive Bulletin Board
			Definition and Result of an Interactive Bulletin Board
			Description of an Interactive Bulletin Board
		5.4.6	 Homepage in the Company Intranet
			Definition and Result of a Homepage on the Company Intranet
			Description of a Homepage on the Intranet
		5.4.7	 Brown Bag Session
			Definition and Aim of a Brown Bag Session
			Description of a Brown Bag Session
		5.4.8	 Telephone Conference for a Large Audience
			Definition and Result of a Conference Call for a Large Audience
			Description of a Conference Call for a Large Audience
		5.4.9	 Learning Lab
			Definition and Outcome of a Learning Lab
			Description of a Learning Lab
	References
6: Participation
	6.1 Necessity of Participation in the Change Process
	6.2 Contents of the Chapter: An Initial Overview of the Participation Process
		6.2.1 Define Criteria for the Selection of Participation Measures
		6.2.2 Announce Participation Measures and Prepare the Selection of Participants
		6.2.3 Implementing Participation Measures
		6.2.4 Informing About Results
	6.3 Define Criteria for the Selection of Participation Measures
		6.3.1 Introduction and Overview
		6.3.2 Distinguishing Features of Participation Measures
	6.4 Questionnaire for the Selection of Participation Measures
		6.4.1 Definition and Outcome of the Work with the Questionnaire
			What Is the Questionnaire?
			What Is the Result of the Work with the Questionnaire?
		6.4.2 Description of the Work with the Questionnaire
			When Should the Questionnaire Be Used?
			Who Should Use the Questionnaire?
		6.4.3 The Questionnaire in Detail
			What Goals Are to Be Achieved Using the Participation Measure?
			Who Should Participate in the Participation Measure?
		6.4.4 Definition and Outcome of an Environment or Context Analysis
			What Is an Environment Analysis?
			What Is the Result of Environmental Analysis?
		6.4.5 Description of an Environment or Context Analysis
			When Can an Environment Analysis Be Used?
			How Does an Environment Analysis Work?
			Who Carries Out an Environment Analysis?
			How Much Time Is Needed to Conduct an Environment Analysis?
			What Materials Are Needed?
			Development of an Environment Analysis Step-by-Step
			What Else Can an Environment Analysis Be Used for?
			What Is the Role and Mandate of Those Involved?
			What Other Organizational Issues Should Be Considered?
				How Much Time Can Be Invested in a Participation measure?
				At What Time Should the Participation Take Place?
				How Should Participants from Different Hierarchies Work Together?
				Should You Work with Fixed Teams or With Newly Formed Teams?
			What Happens to the Answers of the Questionnaire?
	6.5 Announce Participation Measures and Prepare the Selection of Participants
		6.5.1 Introduction and Overview
			Possibilities of Addressing Different Groups of Participants
			Example for the Communication of a Participation Measure That Is Open to All Affected by the Change
			Sample Communication of a Participation Measure for Which Participants with Specific Competencies Are Sought
	6.6 Implementing Participation Measures
		6.6.1 Introduction and Overview
			The Basic Structure of Participation Measures
	6.7 Change Project Team
		6.7.1 Definition of a Change Project Team
			What Is a Change Project Team and in Which Situations Is It Appropriate to Install One?
		6.7.2 Description of the Work of a Change Project Team
			Who Is the Leader of a Change Project Team?
			Which Competencies Characterize the Participants of a Change Project and How Are the Participants Selected?
			What Is the Task of a Change Project Team and What Role Does It Play?
			How Often and Over What Length of Time Does It Make Sense to Set Up a Change Project Team, and What Is the Overall Time Commitment for the Participants?
			What Is the Process of Working with a Change Project Team?
		6.7.3 Clarification of the Project with the Help of the ContextModel: definition and Outcome
			What Is a Project Brief That Is Documented with the Help of the ContextModel?
			What Is the Result of the Work with the ContextModel?
		6.7.4 Description of a Project Brief
			When to Create a Project Brief?
			Who Is Responsible for a Project Brief?
			How Much Time Does It Take to Complete a Project Brief?
			How Is a Project Brief Created with the Help of the ContextModel?
	6.8 Focus Group
		6.8.1 Definition of a Focus Group
			What Is a Focus Group and in Which Situations Is It Appropriate to Implement a Focus Group?
		6.8.2 Description of the Work of a Focus Group
			Who Is the Owner of a Focus Group?
			What Competencies Should the Members of a Focus Group Bring with Them and How Are They Selected?
			What Is the Role and Function of a Focus Group?
			How Often and Over What Length of Time Does It Make Sense to Set Up a Focus Group, and What Is the Overall Time Commitment for the Participants?
	6.9 Advisory Team
		6.9.1 Definition of an Advisory Team
			What Is an Advisory Team and in Which Situations Is It Appropriate to Use an Advisory Team?
		6.9.2 Description of the Work of an Advisory Team
			Who Is the Leader of an Advisory Team?
			What Competencies Should the Members of an Advisory Team Bring with Them and How Are They Selected?
			What Are the Roles and Tasks of an Advisory Team?
			How Often and Over What Length of Time Does It Make Sense to Set Up an Advisory Team, and What Is the Overall Time Commitment for the Participants?
			The Procedure of an Advisory Team Meeting
	6.10 Change Meet-Up
		6.10.1 Definition of a Change Meet-Up
			What Is a Change Meet-Up and in Which Situations Is Its Use Appropriate?
		6.10.2 Description of the Work in a Change Meet-Up
			Who Is the Owner of a Change Meet-Up?
			What Competencies Should the Participants of a Change Meet-Up Possess and How Are They Selected?
			What Are the Tasks and Roles of the Participants in a Change Meet-Up?
			How Often and Over What Length of Time Does It Make Sense to Set Up a Change Meet-Up, and What Is the Overall Time Commitment for the Participants?
			The Procedure of a Change Meet-Up
	6.11 Multiplier Team
		6.11.1 Definition of a Multiplier Team
			What Is Meant by a Multiplier Team and in Which Situations Is It Appropriate to Use One?
		6.11.2 Description of the Work of a Multiplier Team
			Who Is the Owner of the Multiplier Team?
			What Competencies Should the Participants of the Multiplier Team Bring with Them and How Are They Selected?
			What Is the Role of the Multiplier Team and What Are Its Tasks?
			How Often and Over What Length of Time Does It Make Sense to Set Up a Multiplier Team, and What Is the Overall Time Commitment for the Participants?
			How Does the Work of the Multiplier Team Look Like in Concrete Terms?
			Preparation of a Kick-Off
			The Procedure of a Kick-Off
			Work of the Multiplier Teams
			Internal Work of the Multiplier Team
	6.12 Written Participation Measures
		6.12.1 Definition of Written Participation Measures
			What Is a Written Participation Measure and in Which Situations Is It Appropriate to Use Such a Measure?
		6.12.2 Description of the Use of Written Participation Measures
			Who Is the Owner of a Written Participation Measure?
			What Skills Should Members of a Written Participation Measure Have?
			What Are the Roles and Responsibilities of Participants in Written Participation Measures?
			How Often and Over What Length of Time Does It Make Sense to Set Up a Written Participation Measure, and What Is the Overall Time Commitment for the Participants?
			How Do Written Participation Measures Work?
				Interviews
				Worry Box
			What Might a Follow-Up Process Look Like After a Written Participation Measure?
	6.13 Employee Ideas Competition
		6.13.1 Definition of an Employee Ideas Competition
			What Is an Employee Competition and in Which Situations Is It Appropriate to Use One?
			What Is the Outcome of an Employee Idea Contest?
		6.13.2 Description of an Employee Ideas Competition
			When Can an Employee Ideas Competition Be Used?
			How Does the Employee Ideas Competition Work?
		6.13.3 Variant 1: Written Employee Ideas Competition
			Example: Cost Savings Competition
			Who Is Involved in the Written Employee Ideas Competition?
			Who Is the Sponsor of a Written Employee Ideas Competition?
			How Much Time Is Allotted for the Written Employee Ideas Competition and What Is the Time Commitment for Participants?
			What Skills Should Participants in the Written Employee Ideas Competition Bring to the Table?
			What Is the Task of the Participants and How Does the Written Ideas Competition Work?
		6.13.4 Variant 2: Ideas Tournament
			Example: Customer Service
			Who Is Involved in the Ideas Tournament?
			Who Is the Sponsor of the Ideas Tournament?
			How Much Time Is Allotted for the Ideas Tournament and What Is the Time Commitment for Participants?
			What Skills Should the Participants of the Ideas Tournament Bring with Them?
			What Is the Task of the Participants and How Does the Ideas Tournament Work?
				Round 1
				Round 2
				Round 3
				The Finale
		6.13.5 Variant 3: Marathon of Ideas
			Example: Qualification of the Workforce
			Who Is Involved in the Marathon of Ideas?
			Who Is the Sponsor of a Marathon of Ideas?
			How Much Time Should be Planned for the Marathon of Ideas and What Is the Time Commitment for Participants?
			What Skills Should Participants in the Marathon of Ideas Bring with Them?
			What Is the Task of the Participants and How Does the Marathon of Ideas Work?
	6.14 Team Meeting
		6.14.1 Definition of a Team Meeting
		6.14.2 Description of Use in a Team Meeting
			How Does the Use of the Change Barometer Work in the Context of a Team Meeting?
			At What Intervals Does It Make Sense to Use a Change Barometer, and How Much Time Does It Take to Work with a Change Barometer?
	6.15 Inform About Results
	Concluding Remarks
	References
7: Qualification
	7.1	 Analysis of the Affected Functions and Skills
		7.1.1	 Skill Profiles
			Definition and Result of Skill Profiles
			Description of a Skill Profile
	7.2	 Identification of Qualification Needs
		7.2.1	 Workshop to Determine Qualification Needs
			Definition and Results of a Workshop to Determine Qualification Needs
			Description of the Workshop
	7.3	 Implementation of the Qualification Measures
		7.3.1	 Change Studio
			Definition and Results of a Change Studio
			Description of a Change Studio
			Kick-Off
			The Procedure of a Change Studio
			Follow-Up and Follow-Up Day
		7.3.2	 Teambuilding
			Definition and Results of Teambuilding
			Description of Teambuilding
			Order Clarification
			Implementation of a Team Workshop
			Starting to Get to Know Each Other/Intensifying Getting to Know Each Other
			Clarification of Roles and Expectations in the Team (Based on Harrison)
			Development and Agreement of a Common Vision or Objectives
			Optimization of the Distribution of Tasks
			Promoting Cooperation and Strengthening Togetherness
			Clarification of the (Internal) Interfaces
			Follow-Up and Implementation of a Follow-Up Process
		7.3.3	 Action Learning Set
			Definition and Outcome of an Action Learning Set
			Description of an Action Learning Set
		7.3.4	 Regulars’ Table for Managers
			Definition and Result of a Regulars’ Table for Managers
			Description of the Regulars’ Table Concept
		7.3.5	 Weekly Quiz
			Definition and Objectives of a Weekly Quiz
			Description of a Weekly Quiz
		7.3.6	 Discussion Card Set
			Definition and Result of a Discussion Card Set
			Description of a Set of Discussion Cards
		7.3.7	 Change Mentoring
			Definition and Outcome of Change Mentoring
	References
Index