Managing Change and Transition

Managing Change and Transition Features

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Your Guide and Mentor to Doing Business Effectively

In the faced-paced world of business today, everyone needs a personal resource-a place to go for advice, coaching, background information, or answers. Bosses and colleagues aren't always available when you need them-and they might not always have the most reliable solutions to your business problems right at hand.

The Harvard Business Essentials series fills the gap. Concise and straightforward, these books provide highly practical advice for readers at all levels of experience. Whether you are a new manager interested in expanding your skills or an experienced executive looking to stay on top, these solution-oriented books give you the reliable tips and tools you need to improve your performance and get the job done. Harvard Business Essentials titles will quickly become your constant companions and the trusted guides you'll turn to throughout your business career.

Managing Change and Transition

Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today. This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing. With tools for managing stress levels and advice on gathering and sharing information during transition, this book is an indispensable guide for managers at any level of the organization.

What Customers Say About Managing Change and Transition:

Very straight forward. This book came in really handy for my dissertation on change management.

This is the best summary of organizational change management aspects I have come across so far.

Its suggestions have all been shown to work in many situations. Institutional change can be scary, but this Harvard Business Essentials entry does a solid job of demystifying it. We, therefore, recommend this competent starting text to managers who are just beginning to think about guiding change, and to experienced change managers who can extrapolate its ideas and will welcome it as a focused reference. The book's brevity makes it easy to use, but it also means that a number of complex issues are only sketched out, leaving the reader to figure out how to best apply them. The book provides immediately applicable conceptual tools, from broad theoretical frameworks to specific tables and checklists you can use during the change process. It pushes readers to take action, but only action they have planned, tested and researched.

Rita Shaw Rone, Ph.D. Best text on managing change I have encountered. A great addition to my management and leadership collection.

At the conclusion of each of the seven chapters, Luecke offers an especially useful "Summing Up" section which facilitates a periodic review of key points. shock, defensive retreat, acknowledgment, and acceptance and adaptation), how individuals can help themselves navigate change, how managers can help employees cope with change, and alternative ways for managers to think about change registers. For example, in Chapter 2, Luecke explains why leaders must be respected and effective for change to happen, the role of motivation in change-readiness, the importance of a nonhierarchical culture in implementing change, and then offers several "tips" on how to become "change ready." To me, one of the most valuable chapters is the sixth (in which Luecke examines the four stages of reaction to change (i.e.

Mike Beer served as the adviser to Richard Luecke while he wrote this volume. "In this book you will learn how to manage change constructively, and how to help your company, division, and people deal with the upheavals of change. This is one of several paperbacks in the "Essentials" series, each of which offers "cutting edge" thinking on a major business subject.

You'll also learn practical things you can do to make change initiatives more successful and less painful for the people you manage."Each of the seven chapters (which are arranged in a logical sequence) focuses on a separate but related component of effective management of change and transition. I also appreciate the provision of Appendix A ("Useful Implementation Tools") and Appendix B ("How to Choose and Work with Consultants"), both of which provide basic but sound information to supplement material covered in the previous chapters.Those who share my high regard for this volume are urged to check out Jim O'Toole's Leading Change, William Bridges' Transitions and Managing Transitions and Jon Katzenbach's Real Change Leaders, all of which are available in paperback editions. Brief information about both is provided.

There are seven chapters following an Introduction in which Luecke observes that "Accepting the necessity and inevitability of change enables [all companies and their decision-makers] to see times of transition not as threats but as opportunities -- opportunities for reinventing the company and its culture." Indicators include a merger, acquisition, or divestiture; the launch of a new product or service; a new leader; or a new technology.