Change Management: Manage the Change or It Will Manage You, 1st Edition (Paperback) book cover

Change Management

Manage the Change or It Will Manage You, 1st Edition

By Frank Voehl, H. James Harrington

Productivity Press

392 pages | 74 B/W Illus.

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Change Management: Manage Change or It Will Manage You represents a substantial core guidanceeffort for Change Management practitioners. Organizations currently contend with increasingly higher levels of knowledge-driven competition. Many attempt to meet the challenge by investing in expensive knowledge-driven change management systems. Such systems are useless, and sometimes even harmful, for making strategic decisions because they do not distinguish between what is strategically relevant and what is not.

This Management-for-Results Handbook focuses on identifying and managing the specific, critical knowledge assets that your organization needs to disrupt your competitors, including tacit experience of key employees, a deep understanding of customers’ needs, valuable patents and copyrights, shared industry practices, and customer- and supplier-generated innovations. The authors present two aspects of Change Management: (1) traditional Change Management as it impacts the project management team’s activities and (2) a suggested new approach to Change Management directed at changing the culture. The focus is to prepare the people impacted by the project and change activities to accept and adapt to the new/changed working conditions.

The first half of the book deals with traditional Change Management, which covers the topics of remembering, understanding, and applying. The second half presents the authors’ new approach to changing the culture, which deals with analyzing, evaluating, and creating.

Table of Contents


Introduction to Change Management


Technical and People Sides of Change Management

Blending in the Right Amount of Management

Different Views of Change Management



The Philosophy and Evolution of Change Management


Risks in Systems Implementation

Change Management Activities and Goals

Change Management Processes and Tools

Why Use Change Management?

Problems Identified by Change Management Study Research

Change Management Iterative Development

Basic Change Management Objectives


Making the Case for Change Readiness


Understanding the Readiness for a Change Life Cycle




Dirty Dozen Most Popular Models


Evolution of Change Management

Some Specifics from the Research

More Specifics from the Research

Brief Description of the 12 Models

Best Practices Highlights

Changes in Approach Lead to SUSTAIN



Sustainable Change Lifecycle


SUSTAIN Model Defined

Seven-Cycle SUSTAIN Model

SUSTAIN Model in Detail

Use an Enrollment/Engagement Plan Approach

Shift Paradigms Where Needed

Talk and Communicate the Rewards, Challenges, and Consequences

Assimilate Risk Mitigation Using Project Planning, Measurement, and Reporting

Invest to Plan for Optimum Sustained Results

Negotiate the Results with a Prototyping Change Management Approach

Diagnosis and Change Agents

Three Common Elements of Change

Change Management Deployment Planning Checklist



Facilitated OCM Workshops


Facilitated Workshops Background

Getting the Process Started

Benefits of Facilitated Workshops

Neurological Roots of Resistance to Change

Managing the Workshop

Roles and Responsibilities

Facilitated Workshop Life Cycle Activities

Success Factors for Facilitated Workshops


Culture Change Management (CCM)


Change Management and Organization Design Projects

Organization Development and the Lifestyle Evolution

The Cultural Web and Change at IBM

Why Focus on CCM?

Psychodynamic Approach to Change

CCM Model




Applying Methods for Deployment

Overview and Background

CCM Capability Design Process

Structure and Governance for Deployment

Change Methodology

Culture Change Tools

Resources and Competency

Interviews and Research

Change Capability Blueprint

CCM 10 Critical Success Factors

Creating a Culture of Assessment for Change Management

The Missing Link in Culture Change Management: A Daily Management System

Getting Organized with a Design Team To-Do Checklist



Initiatives’ Prioritization


MoSCoW Rules for CCM

Using a Standard Body of Knowledge

The Business Sponsor’s Perspective

MoSCoW and the Business Case

Establishing Levels of Priority

Checklist of Tips for Assigning Priorities


The Iterative Development Approach


Evolutionary Development Strategy




Gathering, Analyzing, and Prioritizing Requirements

What Are Requirements?

Requirements for Motivating Change (Power)

Creating Vision (Legitimacy)

Developing Functional Requirements That Build on Political Support (Urgency)

Managing Transition Requirements (Power and Legitimacy)

Sustaining the Culture Change Momentum (Power and Urgency)

Action Learning and Other Requirements Considerations (Legitimacy and Urgency)

Gathering and Prioritizing Requirements

Guidelines on Requirements Gathering

The Structure and Hierarchy of Requirements

Life Cycle of a Requirement

Prioritizing Requirements Using MoSCoW

The Prioritized Requirements List (PRL)



Using Estimates and Time Boxes


The Estimating Cycle

Project Variables and Contingency

Estimating during the Life Cycle

Getting Started with a Time Box Kickoff

Investigation Iteration

Refinement Iteration


Relationship with Other Methods

The Team Charter and the Daily Huddle

The Chinese Room

Planning and Scheduling Time Boxes




Modeling and Simulation

Introduction to Modeling

What Is a Simulation Model?

Modeling and Abstraction

Target Audience for the Model

Using the Culture Change Models

Using Systems Thinking Models

The Iceberg Model



Measurement and Appraisal

Introduction to CCM Measurement

Using the Outcomes’ Appraisal Purpose

Combine, Compare, and Interpret Measures

Making the Collection of Measures Easy

Examples of Culture Change Measures

Using Earned Value Analysis

Quality Metrics

Employee Involvement Metrics

Cost Metrics

Creating a Culture Change Web Index



Risk Management Considerations


The Culture Change Risk Log

On Digital Literacy and CCM

Using Crowdsourcing and Wikimedia for Culture Change

Change Management Risks

Using the CCM Approach to Reduce Risk

On Developing a Risk-Oriented Culture

The Team Spirit Environment



Deploying and Implementing CCM


Installing and Implementing a CCM System

The Eight-Phase Implementation Plan

Actions to Improve Organizational Culture of Trust

Downplaying Downsizing

Selecting the Right Projects




About the Authors

Dr. H. James Harrington is the chief executive officer for the Harrington Management Systems. He also serves as the chairman of the board for a number of businesses. Dr. Harrington is recognized as one of the world leaders in applying performance improvement methodologies to business processes. He has an excellent record of coming into an organization, working as its CEO or COO, resulting in a major improvement in its financial and quality performance. Dr. Harrington is a certified Master Six Sigma Black Belt and received the title of Six Sigma Grand Master. He has an MBA and PhD in engineering management and a BS in electrical engineering.

Frank Voehl is the CEO and President of Strategy Associates, Inc., and a senior consultant and chancellor for the Harrington Academy. He also serves as chairman of the board for a number of businesses and as a Grand Master Black Belt instructor and Innovation Coach at Florida International University (FIU). He is recognized as one of the world leaders in applying quality measurement and Lean Six Sigma methodologies to business processes. He has extensive knowledge of NRC, FDA, GMP and NASA quality system requirements and is an expert in ISO-9000, QS-9000/14000/18000, and integrated Lean Six Sigma Quality System Standards and processes.

About the Series

Management Handbooks for Results

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Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Quality Control