The Theory and Practice of Change Management

Fourth edition

by John Hayes

Managing change in practice videos

The change practitioners in the following videos discuss how key topics from the textbook, such as training, motivational coaching, appreciative inquiry and big data can contribute to successful organizational change. They also provide real-life examples from their own extensive experience to make these topics come to life.

The videos below are linked to Managing change in practice features in the textbook. Watch the videos first, then complete the exercises in these features.

John Hayes, "Appreciative Inquiry"

Author and Emeritus Professor, Leeds University Business School
John Hayes is the author of your textbook and Emeritus Professor of Change Management at Leeds University Business School in the UK. John also helps to facilitate change in complex organizational settings and has worked for companies such as BP, Nestlé, National Australia Group and the US Army.

Watch the video above (produced for Aarhus School of Business in Denmark) in which John provides an overview of appreciative inquiry then check back to chapter 18 of your textbook to consolidate your learning.

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Colin Ions, “The role of HR in acquisitions and mergers”

Consultant
Colin Ions set up the consulting arm of DLA Piper, one of the world’s largest law firms. Prior to moving into consulting, he had a 30-year career in the engineering and brewing industries and was group HR director for Courage, a major division of Scottish and Newcastle.

Watch the video above in which Colin discusses the role of HR in mergers and acquisitions, arguing that HR managers can make a strong contribution to change so long as they are on the right agenda and ‘get into the mind of the CEO’. People in the business have to have confidence that the HR function understands what the CEO and the top team are trying to do with the enterprise and that they have a strong business focus. He goes on to discuss four factors that can affect the value of the HR contribution. Next, check back to page 95 in chapter 5 of your textbook and answer the question in the Managing change in practice feature.

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Debbie Middleton, “Motivational coaching to help people navigate transitions”

Founder, Middleton Green Executive Resourcing
http://mger.co.uk/
Debbie Middleton has been in the recruitment and HR consultancy business for 27 years and for the last 7 she has been running Middleton Green Executive Resourcing– an independent, bespoke service specializing in helping organizations to attract, retain and develop talent.

Watch the video above in which Debbie talks about what happens when people are forced to let go of their current job and move to a different role within the same organization, or when they are released from their job and made redundant. Part of her role is to help them navigate this kind of transition. For many who are made redundant, the journey can be much longer than it used to be and while it can lead to them securing a job similar to the one they left, often it involves moving to a different kind of work, self-employment or even early retirement. When the transition takes time and early attempts to secure a new job are unsuccessful, it can undermine self-esteem and self-confidence. An important part of Debbie’s role in this phase of the transition involves motivational coaching to strengthen their resolve and, as they move into the testing phase of the transition, helping them develop new competences, search for opportunities and be prepared to experiment with the unfamiliar. Another part of her role is to help those managers who employ her clients to support them as they adjust to their new circumstances and not to confuse lack of confidence with lack of talent.

Next, check back to chapter 13 of your textbook and think about how what she discusses applies broadly to supporting others through change.

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Jo North, “Start with the end in mind”

Managing Director, The Big Bang Partnership Ltd
http://bigbangpartnership.co.uk/
Jo North is the managing director of The Big Bang Partnership Ltd, a commercial consultancy that works with businesses to help them innovate and grow. Previously, she was deputy managing director and customer service director of East Coast Mainline Company Ltd, commercial director of Northern Rail, and director of sales and marketing at FirstGroup, UK Bus.

Watch the video above in which Jo highlights what she sees as four key leadership tasks, then check back to page 178 in chapter 9 of your textbook and answer the questions in the Managing change in practice feature.

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John Oakland, “A framework for successful change”

Chairman, Oakland Consulting Plc.
http://www.oaklandconsulting.com/
John Oakland is chairman of Oakland Consulting plc and Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School. For over 30 years, he has researched and consulted in all aspects of quality management and business improvement in thousands of organizations. He is also the author of several bestselling books, including Total Organizational Excellence, Total Quality Management, Oakland on Quality Management, Statistical Process Control and Production and Operations Management. Oakland Consulting, in its original form, was created by Professor Oakland in 1985 and now operates throughout the world, helping organizations in all areas of business improvement.

Watch the video above in which John talks about how he has used his ‘figure of eight’ framework in his consulting work with a wide range of organizations. Next, re-read pages 309-310 in chapter 15 of your textbook and complete Exercise 15.2.

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Mick Yates, “The implications of big data”

Founder and Leadership Strategist, LeaderValues
http://www.leader-values.com/
In 1997, Mick founded www.leader-values.com, one of the internet’s most visited leadership development sites and until September 2013 was responsible for international markets at Dunnhumby, the global leader in helping businesses make better, more customer-focused business decisions. Until mid-2001, he was company group chairman of Johnson and Johnson’s consumer business in Asia-Pacific, based in Singapore. Prior to this, he spent 22 years at Procter & Gamble, latterly as regional vice president based in Hong Kong and then in Japan. In all, he has spent 11 years as a regional CEO of Asian businesses.

Watch the video above in which Mick offers some useful insights into how new developments can affect the agenda for change, focusing particularly on the impact of big data and how it can change the way an enterprise makes decisions, how departments within an organization talk to each other, and how the business interacts with its customers. Next, check back to chapter 4 of your textbook and think about how this relates broadly to recognising a need or opportunity for change.

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Paul Simpson, “Using training to deliver culture change”

Consultant
Paul Simpson works with companies to help them improve their performance. He has wide experience working as an HR and OD practitioner. He was HR director for Arla in the UK, head of OD, director of learning and development and HR business partner at Aviva, and is currently leading organization development at London and Scandinavian Metallurgical Co. Ltd. Paul contributes to programmes at Leeds University Business School and is chair of the Yorkshire HR Directors’ Forum.

Paul offers some insights in the video above into how training was used to help change the culture of a special metals business. Until recently, the organization was failing to thrive, but over the past three years it has turned itself around and become more profitable. The CEO and a new HR director decided that, in order to maintain this momentum, they needed to change the organization’s culture, from a traditional top-down, directive management style to one that is more open and engaging and values contributions from everyone across the whole enterprise. To achieve this, they engaged a firm of training consultants to work with them to design and deliver a five-module training programme for the top 50 managers and directors over an 18-month period. Paul Simpson’s role was to support the top 50 and help them transfer what they learned on the training programme and embed it as a natural part of their everyday management style. He did this through coaching, one-to-one support and group facilitation.

Many lessons were learned from this experience. First, providing trainees (in this case managers and directors) with one-to-one and collective support in the back-to-work gaps between modules increased their awareness of the value of what they had learned and helped them to adopt new ways of working. Second, people respond differently. Overall, the response to the training was positive, but while some worked hard to translate theory into practice, others found this was easier said than done. There were also some who were not persuaded that they should change their management style. Third, encouraging trainees to share their success stories encouraged others to embrace the new culture. Fourth, and rather unexpectedly, as some managers adopted the new ways of working and began to appreciate how this improved the climate in their particular section of the organization, they became less tolerant of those senior managers who were clinging on to the old top-down adversarial culture, and this began to create a bottom-up push for change.

Watch the video above then check back to chapter 19 of your textbook and think about how it relates to key topics in training and development.

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Steve Gorton, “Soft skills for hard results”

Director, Enabling Development
http://www.enablingdevelopment.com/
Steve Gorton is owner/director of Enabling Development and his work on leadership, people development and organizational transformation is based on 20 years’ experience in the pharmaceutical industry. He works with a number of leading business schools and is a director and trustee of AMBA, the Association of MBAs.

Watch the video above in which Steve argues that managers who are too focused on a top-down approach will be less successful than those who do everything they can to win the hearts and minds of all those involved in or affected by change. Next, check back to page 288 in chapter 14 of your textbook and answer the questions in the Managing change in practice feature.

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