The Change Shop™ Contents

Questioning the Change Process
The first question I ask anyone who is trying to implement change in their organization is: why would people commit to this change? If the majority of people on the team commit to changes taking place because they see the changes as meaningful, the leadership approach provides adequate information and influence, and there is an adequate level of trust, then the foundation is in place to build and carry-out a successful change program. The second question
I ask is: how are you maintaining commitment? If the majority of people who are impacted by the change can see consistency to change being reinforced throughout the change process and there is a high degree of trust, then there’s a high probability the change will be successful.
How can I be so sure? The research on hundreds of successful organizational change projects bears this out. If we start by looking at change initiatives that were successful, then look backwards to examine what made them so, across industries, leaders, and change types the
Selling change is the approach leaders use to effectively communicate workplace changes in ways that boost team member commitment and buy-in to those changes.
same themes appear again and again. Impact, influence, and consistency are the ‘ingredients’ that drive the highest levels of commitment to change in the workplace.
This book is for leaders who want to drive meaningful change in their organization. My goal is to help broaden your change management toolkit by pulling together the best insights from my own change management experience and research as well as psychology, neuroscience, and examples from successful, real-world changes. While all major organizational changes bring some degree of uncertainty and have the potential to trigger less-than-desirable emotional responses, Selling Change is about the things change leaders can do to position planned organizational changes in ways that get people to buy-in to those changes based on how the human brain processes information and makes decisions. Many popular change models aptly describe how to manage a change program--e.g. creating a sense of urgency, creating a vision, building a guiding coalition, etc. but the goal of this book is not to build a better or more improved change management structure. Rather, my goal is to give change leaders a peek into the minds of those impacted by change to reveal what is happening at any given stage of the change process. Understanding what the change process looks like from the perspective of those who are impacted will help change leaders better tailor their change management approaches, messaging, and actions to increase the levels of commitment needed to ensure effective change outcomes.