The Effective Change Manager S Handbook Essential Guidance To The Change Management Body Of Knowledge 1st Edition Richard Smith ,David King ,Ranjit Sidhu ,Dan Skelsey ,Apmg - Solutions

Discover the comprehensive solutions and answers key for "The Effective Change Manager's Handbook" by Richard Smith, David King, Ranjit Sidhu, and Dan Skelsey. Access the solution manual and solutions PDF for an in-depth understanding of solved problems. Explore the extensive test bank and chapter solutions to enhance your learning experience. Benefit from step-by-step answers and the instructor manual for detailed guidance. Whether you're studying from the textbook or seeking a free download, find invaluable questions and answers that facilitate effective change management learning. Unlock the secrets to successful change management with these essential resources.

Often the initial plans for change initiatives evolve over time. How does your organization ensure that these changes are reflected in financial forecasts?
When you study the financial forecasts for a change initiative, how reliable are the future estimates for income, cost and timing?
In your organization, who gathers all the relevant financial data for the costs and income from a change initiative? Where is this documented?
Would you prefer £1,000 today or in four years’ time? Why? (List some of the reasons.)
How accurate are our predicted future returns?
By the time I get the money back/the projected profit, what will it be worth?
How much are we likely to get back from this project?
How long will it take to recover the initial investment?
Find a process-optimization specialist and discuss your responses with him/her.
Consider a work process you know well. Which of the approaches to mapping described in this section would offer the most useful insights into it? Why?
Taking a work process that you ‘own’, draft a process flowchart to describe it.
Draw a simple, high-level block diagram of your organization’s main business process (or other operational activity).
For a set of activities, draw a risk matrix showing the impact and probability of risk scenarios you can imagine (Section B4.2). For what risks would you like to install risk mitigation measures? What mitigation measures would you use?
For an activity you know well, make a table showing the hardware, software and mindware controls that relate to safety. Is any type of control over-represented? Which type requires more focus?
A telephone sales and call centre employs a significant number of disabled staff. A change is proposed from the current decentralized structure to a matrix structure, which will involve some changes to job descriptions and possibly relocation of up to 50 per cent of its staff.What HR risks are
A global manufacturing business is proposing to outsource its production activities, transferring affected employees to an outsourcing company.This may involve relocation of their jobs. What HR implications might the manager of this change need to consider and plan for?
What HR issues would you consider if you were helping manage a merger between a company operating in several European countries and one based in the United States?
What are the dangers of adopting a single preferred style when dealing with conflict?
What factors influence the style used to resolve conflict?
How can a change manager benefit from conflict?
Why does change tend to create conflict?
What factors would you typically include during the ‘preparation’stage of negotiations?
Why might it be challenging to achieve win–win solutions in change situations?
What is the difference between negotiation and influence?
What are the relative merits and challenges arising from the principles of ‘liking’ and ‘authority’ in Cialdini’s six principles of influence?
How would you describe the difference between the ‘push’ and‘pull’ approaches to influencing?
What are the possible implications of relying on ‘power’ provided by the sponsor of change as an influencing strategy?
What part does resilience play in change management and how can resilience be developed?
How would you describe the difference between ‘intrapersonal’ and‘interpersonal’ skills?
Why is self-awareness an important factor in emotional intelligence?
What strategies could a change manager responsible for a virtual team use to achieve team unity?
Lencioni points to trust as a key factor in an effective team.How can a manager create trust in the relationship with the team?
. What contribution could a change manager make to help a team through the ‘storming’ stage (Tuckman) of team development?
What are the advantages and disadvantages of adopting an ‘Adaptive’leadership approach to change?
What actions would a leader focus on with the change team in the early stages of a change initiative?
What challenges does being ‘authentic’ bring to a leader?
Does our organization provide funding, focus and resources until we have realized the benefits we need?
Is there a culture of accountability in our organization that supports strong business ownership of the work required after implementation?
Do our conversations, reporting and governance have sustaining change as a priority in the run-up to and monitoring of implementation?
At every significant phase of the solutions development do we ask ourselves what changes we could make to enable this to be easier for people to adopt, embed and sustain?
What measurements will support the right behaviour and provide an accurate assessment of whether the change has been adopted?
How can we trigger a virtuous cycle for our change?
Which levers (carrots, sticks, burning bridges, environmental, organization development and leadership) will provide the greatest leverage for our change?
What level of adoption do we need in order to realize our planned benefits?
How well do our changes ‘fit’ their environment at implementation?
Can you think of times when you would use World Café or Open Space Technology?
Do you use the same techniques all the time or do you try to match them to the needs of the objective?
Do you think about the structure in your workshops?
Do your virtual meetings experience some of the problems listed in this section?How are they dealt with?
Could the technology used in your virtual meetings be used more effectively?
How productive are your virtual meetings?
Would your regular team meetings also benefit from a more professional closing?
Have you ever been in a workshop where you had wished that the facilitator had intervened earlier?
Do your regular team meetings have ground rules?Are they followed all the time?
How would your regular team meetings benefit from better preparation?
Can you think of a time when you attended a poorly prepared workshop? Which aspects had not been planned properly?
How much time and thought do you or your colleagues put into the ‘seven Ps’?
How practised are you in the techniques of active listening and questioning?
How often do you change the agenda in workshops when it becomes apparent that the current agenda is not working?
How well are you prepared for workshops?
Think of a colleague or subordinate for whom you can identify a development opportunity where coaching might help. Write down three questions for each step of the GROW™ model that you could use in a coaching discussion.(Note: this is an exercise. You are not committing to hold this discussion!)
Considering the last time you gave feedback to a colleague(or friend), how could you have used the checklist in this chapter to achieve more with the feedback?
Which situations in your work or personal life would benefit from greater use of active listening?
How should the results of this learning activity be evaluated?
Design a suitable ‘learning journey’ for this ‘major activity’, using a range of learning methods.
For one ‘major activity’ in the KSA chart, write learning objectives for someone needing to become fully competent in this activity.
Select a job you know well and draft a KSA chart for it.
Make an opportunity to use the ‘nine events’ as a guide for developing and delivering a training session.
What attitudes needed to change? In what ways could those changes have been helped more?(Now apply the same questions to a current change initiative in which you are involved.)
What was done to take account of different learners’ individual needs or preferences?
How could learning processes for knowledge and skills have been improved?
Have all the change management deliverables been met? Is it understood what was achieved and lessons identified to be passed on? Have contributors to the success of the project been recognized?
What ongoing support is available once the changes go live?
Is there a clear and achievable training plan? Has training been developed for all impacted employees and has the content been validated with the respective stakeholders? Who will be required for training and for what duration?
Which rollout option offers the best solution for the project, and is this achievable for the business? What possible consequences can be anticipated?
What are the risks, issues and assumptions from a change management perspective? Are they documented and being actively managed?
Is there a detailed communication plan to share key project information and updates? Who needs to be involved and who will do what?
Does the change management team have the required skills and knowledge of the project tools and planning software to develop and maintain the delivery plan?
Does the delivery plan contain the typical activities of major engagements with stakeholders; development and delivery of communications; measurement of change effectiveness;development and delivery of training; transitioning to the business?
What processes and practices will be followed and what is the role of change management in these?
Who are the groups of people collaborating and making up the project team? What are their roles and responsibilities?
How will business requirements be gathered, reviewed and shared with stakeholders? Who will be required, what will they do and for how long?
Do I understand the language and key project terms and tools being used in the project?
What is the methodology being applied and what are the structures and governance that support the project?
What other change initiatives exist that relate to or have a bearing on the success of this project?
Why does this project exist and what are the desired outcomes or benefits expected by the business stakeholders?
Who from your change could give a good case study for potential resistors?
How can you best present data in order to give your sponsor confidence that the organization is ready for your change?
What methods of capturing information would be best for the different stages of your change?
What practical activities can you undertake to build and sustain momentum for your change during planning and implementation?
How can you prepare for different types of resistance during your change?
Using Lewin’s force field analysis (1951), what are the major forces acting for and against your change?
How might your change threaten the psychological contract?How can you mitigate this?
How can you build awareness of the need for your change in a positive manner?
What other teams and departments will you need to work with in order to plan and implement your change?
What conclusions can you come to about the culture of your organization through observing how it operates?
How could you effectively engage with innovations, the majorities and laggards during your change?
Would a change agent network or middle managers work best to implement a change in your organization? Why?
How could you use Beckhard and Harris’s change formula (1987)to help increase motivation for your change?
Have you assessed the business continuity risks and included them in your change risk register?

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The Effective Change Manager S Handbook Essential Guidance To The Change Management Body Of Knowledge 1st Edition Richard Smith ,David King ,Ranjit Sidhu ,Dan Skelsey ,Apmg - Solutions

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