| Overview sections |
| Study highlights |
| Greatest contributors to success |
| Greatest change management obstacles |
| What to do differently on the next project |
| Top trends in change management |
| Advice to practitioners -
NEW |
| Building support for change
management |
| Change management correlations |
| Justifying change management |
| Steps to engage project team in change management |
| Methodology and approach |
| Use of a
methodology and impact on effectiveness -
NEW |
| Key factors
in choosing the methodology -
NEW |
| Benefits of
using a structured approach -
NEW |
| When to
start change management |
| Consequences
of starting late |
| What you can
do at initiation when there is incomplete information -
NEW |
| Change
management measurement -
NEW |
| Resources and budget |
| Advantages
of having a dedicated change management resource -
NEW |
| Consequences
of not having a dedicated resource -
NEW |
| Decisions on
change management resource levels |
| Resources
and budget data |
| Change
management budget components -
NEW |
| Permanent
position or job role -
NEW |
| Sponsors |
| Sponsor role |
| Sponsor mistakes |
| Tactics for educating sponsors |
| Recommendations for dealing with a sponsor at the wrong
level -
NEW |
| Managers and supervisors |
| Managers and supervisors role |
| Manager mistakes |
| Biggest skill, competency or tool gap -
NEW |
| Preparation of managers and supervisors -
NEW |
| How to support managers and supervisors during change |
| Communications |
| Preferred senders of change messages -
NEW |
| Most effective communication methods |
| Attributes of a successful message |
| Use of social media and Web 2.0 in communications -
NEW |
| Attributes of a successful communicator |
| Complete list of communication methods |
| Resistance |
| Primary reasons employees resisted change |
| Primary reason manager resisted change |
| Avoidable resistance |
| How resistance was identified -
NEW |
| Reinforcement and feedback |
| Determining
if employees are engaging in the change -
NEW |
| Individual
reinforcement -
NEW |
| Group
reinforcement -
NEW |
| Consultants |
| Primary role played by consultants |
| Why did you use or not use a consultant |
| Building organizational
capabilities and competencies |
| Steps for deploying change management across an
organization |
| Activities with the biggest impact -
NEW |
| Successful deployment efforts and biggest obstacles -
NEW |
|
Building organizational capabilities and competencies |
| Level of saturation and expected change |
| Identifying change saturation |
| Tactics for coping with saturation |
