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Managing Change: A workbook for personal and organizational change

Alcide DeGagné

"Profound and lasting cultural change in an organization cannot happen unless individuals...themselves undergo a personal change”.
     - Stephen R. Covey

Over the years, we have helped a large number of clients deal with the “pain points” they face in their work place. All of these cases involved understanding the root causes of their pain. Invariably, both the pain and the root causes were highly unique to each situation.

However, there are also common traits that are universally present in these complex environments. Modern organizations, if they hope to get through these pain points, must learn that:

  • Leading organizational change requires embracing both personal and professional change;
  • Managing change is now a basic skill requirement for all managers —in fact, it is now a survival necessity; and,
  • Creating a change tolerant environment is now a prerequisite to releasing the innovation required for finding and implementing solutions to a better way to working.

In short, without creating the conditions needed to encourage transformational change, engaging your employees in an innovation effort won’t happen.

Managing change ebook cover300-300x233

This is why we have created our latest eBook…

Managing Change: a workbook for personal and organizational change.                                               

This eBook doesn’t pretend to be an exhaustive compilation on the subject of organization development and c

hange. Rather, its aim is to provide a condensed and readable workbook that you can work through on our own to help you understand change, how it impacts you personally, and how it impacts those around you. We have included a number of checklists, tools, and resource links to assist you as you begin your own journey in managing organizational change. To the experienced change manager, most of this is not new. But it is a good example of ideas that, while they don’t represent the latest fad, still represent good value for our clients.

Please let us know in the comments if there is anything here that you particularly like—or dislike—to help us refine the document for future readers.

And, as always, please feel free to share this information freely with anyone who you think can benefit from it!


This is an excellent and nicely written workbook for the change management professionals.  ?JoHari? window is an excellent example of communicative psychology and identifying one?s comfort level with receiving feedback. I hope this workbook is going to help many in understanding the change in an organization.

However, the human factor in an organizational change is the most crucial to understand and manage.  Knowing the tools and techniques may help in taking concerted action in identifying the need and overcoming the resistance. But the behavioural psychology of Homo sapiens is so complicated that it cannot be measured in terms of chart or checklists. Sometimes even the behavioural patterns may not help and defy the whole purpose of understanding people. Other major influencing factors for resistance may be religious, cultural, social and economical. 

Therefore besides the book knowledge, the worldly experience of a consultant managing change matters a lot and his or her years of personal experience may simplify a situation which may otherwise be not visualized.

Furthermore, I think the three-stage sequential model developed by Kurt Lewin ? Unfreezing, Changing and Refreezing is missing in your workbook. Unfreezing helps people in preparing for what will happen if the organization or the person does not change.  In Changing, both management and employees start practising new relationships, methods and behaviours and this prepares a ground work for a conducive and supportive environment for Refreezing.

Hence an organization that is keen to change must encourage innovation, experiments and entrepreneurship. And still if any interpersonal conflict happens then we may take the help of techniques to resolve a situation which has been described by Gordon Lippitt in his book ?Organizational Renewal? and they are ? Withdrawal, Smoothing, Compromising, Forcing and Confrontation.

Wish you Happy Holidays, Merry Christmas and a joyful and prosperous New Year 2012.

By SUMAN SARAN SINHA, CMC on 2011/12/23

Excellent job of producing a plain language guide for managers and employees alike.  The main take-away, for me, is the insight that managing the ‘transition’ (the impact on the people) is the most challenging and frequently neglected part of managing a change.

I particularly like the JoHari Window on page 5, which has a lot of intuitive appeal in helping to explain some of the dynamics of interaction and communication.  This is fundamental to managing transitions.

The one component that I would add to the very useful ice-burg metaphor on page 21 is ‘culture’, which is more than the sum of the other submerged elements. Understanding the impact of culture can make all the difference in a change initiative. 

Great job - I think that anyone who needs to manage a change will be helped by this resource.

By Greg Tricklebank on 2011/12/23

Greg & Suman: Thank you so much for your insightful comments. I am sure you can appreciate that the subject matter is so vast that knowing what to include and what to leave out is a difficult call. For sure the issue you raise Suman, regarding the “worldly experience” is not dealt in the ebook. My own take on this is the subject of emotional intelligence (see Raphael Amato’s excellent blog on this subject in our blog series).

By Alcide DeGagne on 2011/12/28

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Posted by Alcide DeGagné
Posted on December 19, 2011

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Categories: change management, innovation, leadership, management, organizational development