Hodges, J. (2021). Managing and Leading People through Organizational Change (2nd ed.). Kogan Page. https://www.perlego.com/book/2568738/managing-and-leading-people-through-organizational-change-the-theory-and-practice-of-sustaining-change-through-people-pdf
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The chapters from "Managing and Leading People Through Organizational Change" provide valuable insights into effectively managing communication processes and changing elements of organizational culture during times of transformation. Here's a summary of the key points from each chapter:
Chapter 6: Engaging People through Dialogue
Communication is vital during organizational change but is often ignored or done poorly, leading to increased resistance and anxiety among employees.
Dialogue plays a crucial role in enabling leaders, managers, and others to discuss issues and changes, fostering greater commitment and ownership.
Traditional and contemporary communication channels should be utilized to eradicate uncertainty, gain commitment, and build trust among individuals and teams.
Effective communication requires sincerity, honesty, and careful orchestration to address employee concerns and minimize resistance.
Five goals for communication about change include delivering clear and consistent messages, motivating employee support, encouraging higher performance, limiting misunderstandings and rumors, and aligning employees with strategic goals.
Different types of communication should be considered to appeal to individuals' preferences and emotions, ultimately fostering engagement and support for change.
Crafting compelling stories about the vision and purpose of change, using analogies and metaphors, and promoting open dialogue are essential for successful communication and engagement.
Chapter 7: Changing Elements of the Organization's Culture
Organizational culture comprises artifacts, espoused values and beliefs, and basic assumptions, which influence attitudes and behaviors of employees.
Changing organizational culture is challenging due to its deep-rooted nature and resistance to change, but it can be driven by performance issues, leadership changes, and external pressures.
Understanding the current culture using frameworks like the cultural web helps identify areas for change and development.
Symbolic management involves consciously shaping surface elements of culture to influence deeper norms and values, fostering desired behaviors and attitudes.
Creating a culture for change involves stimulating innovation, encouraging experimentation, celebrating individuality, and learning from failure.
Levers of change include altering behaviors and actions over time, modeling desired behaviors, providing ongoing support, and giving feedback to reinforce cultural change.
Ethical considerations in culture change involve respecting individuals' values and beliefs, engaging stakeholders in co-creating culture, and acknowledging and managing emotional reactions to change.