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Role of Change Manager The change manager oversees the design of an intervention strategy. This person has overall responsibility for assessing the need for change, determining the appropriate intervention activities, implementing a strategy, and evaluating the results. Some organizations elect to develop a parallel structure for introducing changeone person responsible for ongoing management functions, and another person responsible for managing change. However, using a parallel structure may lead to a situation in which the change manager does not have sufficient power to create the conditions for change, particularly if others perceive the functional manager in the organization as not supporting the change process. Rather than create a parallel structure, most organizations look to the functional manager to assume the additional duties of change manager. When using this approach, it is important that the person selected to be the change manager is at the appropriate organizational level. For example, if a team-building intervention were going to be used in a single department, the change manager would be the department manager. Alternatively, if the target of the intervention were to change the mission of the organization, the appropriate change manager would be the CEO.52 Managers must understand the nature of planned change as opposed to forced change.53 Forced change, which uses coercive tactics (e.g., threat of discipline), may produce immediate results, but these changes in behavior may not be permanent. Individuals may react immediately to forced change in order to avoid negative consequences. However, when the threats of these consequences are removed, the person may revert to old habits or behaviors. Unfortunately, sometimes managers use forced change until they learn to balance their short-term needs with the potential for the more permanent long-term benefits of planned change. Fulfilling the role of the change manager is often difficult. The change manager must pay sufficient attention to the change initiative and see it through to its conclusion. In one survey, executives attributed the failure of change initiatives to their own inattention to the change initiative.54 In addition, managers and executives often lack knowledge of the change process and the impact the change has on individuals, and often lack the skills to manage the human elements of change.55 This suggests that organizations need to do more to prepare executives and other managers to assume the change management role. Research demonstrates how some organizations have addressed this issue.56