The Change Agent’s Field Guide Mastering the Intersections of Change Management and Continuous Improvement

Table of Contents

About the Author

Introduction

Chapter 1 - Foundations of Change Management

·       History of Change Management: Navigating Through Turbulence

·       The Early Foundations

·       The Human Relations Movement

·       The Lewin Era: The Father of Change Management

·       The Rise of Industrial Psychology and Organizational Development

·       The Kotter Era: Expanding the Vision

·       The Modern Era: Navigating Change in a Fast-Paced World

Chapter 2 - Models of Change Management

·       Lewin’s ‘Change as Three Stages’ (CATS) Model

·       Kotter’s Eight-Step Process for Leading Change

·       ADKAR approach by Prosci

·       McKinsey 7-S Model

·       The Burke-Litwin Model of Organizational Performance and Change

·       The Change Formula

Chapter 3 - Application of Change Management

·       Planned Change versus Unplanned Change

·       Levels of Change Management

·       Individual Level

·       Group level

·       Organizational level review

Chapter 4 - Foundations of Continuous Improvement

·       History of Continuous Improvement

·       Continuous Improvement Models

·       Plan-Do-Study-Act (PDSA) and Plan-Do-Check-Act (PDCA) Models

·       Lean Continuous Improvement Model

·       Six Sigma

·       What’s the Difference between Change Management and Continuous Improvement?

Chapter 5 – Critical Intersections

·       Intersection #1 - Develop Systems Thinking skills

·       Intersection #2 - Triaging Change

·       Intersection #3 – Make a Plan

·       Intersection #4 - Managing the Handoffs

·       Intersection #5 - Communication

·       Intersection #6 – Counselor

·       Intersection # 7 - Political Engagements and Interactions

Chapter 6 - Change Agent Competencies

·       What are Competencies?

·       Change Agent Competencies

·       Competency #1- Situational Awareness

o   Self-Assessment – Situational Awareness for Change Agents

·       Competency #2 – Emotional Intelligence

o   Intellectual Quotient vs. Emotional Intelligence

o   Historical Context of Emotional Intelligence

o   Self-Assessment – Emotional Intelligence for Change Agents

·       Competency #3 – Communication Skills

o   The Power of Storytelling in Communication

o   Developing Communication Skills

o   Communication Challenges in Continuous Improvement

o   Developing Communication Skills

o   Communication Skills Self-Assessment for Change Agents

·       Competency #4 – Gritty Perseverance

o   The Power of Perseverance

o   Cultivating Grit

o   Developing Perseverance and Grit

o   Grit Skills Self-Assessment for Change Agents

·       Competency #5 – Change Management Skills

o   Higher Education Degrees

o   Professional Certifications

o   Other Learning Opportunities

Chapter 7 - Planning Change

·       Step 1 – Determine the type of change

·       Step 2 – Scope the change

·       Step 3 - Choose a Change Model

·       Step 4 – Organization and Stakeholder Analysis

·       Step 5 – Establish the Change Plan

·       Step 6 – Execute the plan

·       Step 7 – Monitor, Evaluate, Adapt

Chapter 8 - Managing (People Through) Change

·       Organizational Structures Impact on Change

·       Change and Stress

·       The Change Curve

·       Using the Change Curve as a Tool for Change Agents

·       Resistance to Change

·       Strategies for Managing Resistance to Change

·       Applying Kurt Lewin's Force Field Analysis

·       The Basics of Force Field Analysis:

·       Steps to Conduct a Force Field Analysis:

·       Practical Application in Change Projects:

·       Benefits of Using Force Field Analysis

Chapter 9 - Measuring Change

·       Planned vs. Unplanned Change

·       Return on Investment (ROI) vs. Return on Expectations (ROE)

·       Measuring Change at Various Levels

·       Individual Level Measures

·       Measuring Change at the Group or Team Level

·       Measuring Change at the Organizational Level

Chapter 10 - Sustaining Change

·       The Long View of Sustaining Change

·       Follow a Known Model of Change

·       Establish a Culture of Continuous Improvement

·       Measure Change

·       Leadership from More Leaders

Chapter 11 - Surviving Change - Building Individual Resilience

·       What is Resilience?

·       Building Individual Resilience

·       How to Build Resilience - 10 Step Guide for Change Agents

·       Step 1: Self-Assessment and Awareness

·       Step 2: Develop a Growth Mindset

·       Step 3: Strengthen Emotional Intelligence

·       Step 4: Build Social Support Networks

·       Step 5: Develop Effective Coping Strategies

·       Step 6: Foster Optimism and Positive Thinking

·       Step 7: Continuous Learning and Skill Development

·       Step 8: Maintain Physical Health

·       Step 9: Practice Flexibility and Adaptability

·       Step 10: Seek Professional Support When Needed

Biography

Dr. Kyle Stone started his career in the North American automotive industry, designing and installing automotive paint systems then worked as a manufacturing engineer for Altec, Industry where he evolved into a Lean leader as they transitioned from a functional manufacturer to a Lean organization. He was trained by TBM and Simpler Consulting in Lean principles and practices, eventually developing a Lean Training Program used extensively throughout Altec’s entire manufacturing operations. His +30-year career spans industries including automotive, healthcare, chemical, pulp and paper, and heavy steel fabrication primarily focused on process improvement, operations management, human resources, and organizational development. He has led over 250 Kaizen events and continues to assist organizations on their lean journey as a consultant. He holds a PhD in Organizational Performance and Change and a Master's in Adult Education and Training, both from Colorado State University. He is a professor at Colorado Mesa University and regularly consults, assisting organizations with process improvement and developing change agents.