Leading Effective Change: A Primer for the HR Professional

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Table of Contents

iii Foreword
v Acknowledgments
vii About the Author
1 Leading Effective Change:
A Primer for the HR Professional

2 Part 1: Change and The HR Professional

4 Part 2: Prescriptive Change Models
7 Part 3: Guidelines and Techniques for Facilitating Change
7 Phase 1: Designing Change
10 Phase 2: Enacting Change
13 Phase 3: Sustaining Change
17 Conclusion
19 Endnotes
23 Suggested Readings

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 Leading Effective Change: A Primer for the HR Professional

FOREWORD

Change—especially major change—affects employees at every level of an organization.

A recent SHRM survey found that 82 percent of organizations had been involved in a change
management initiative involving the HR function over the previous 24 months. Clearly, managing
change has become an essential part of many managers’ jobs.
This report is written for the HR professional who wants to better understand the dynamics of
organizational change and seeks guidelines for implementing change effectively.
“Change management” is defined as a structured approach to transitioning individuals, teams and
organizations from a current state to a desired future state. It can be applied to situations such
as downsizing, introducing a new internal process or adding new technology. Research shows
that actively managing change can increase the success rate of these initiatives. This report will
provide you with tools to do that.

The SHRM Foundation’s Effective Practice Guidelines series now includes more than
20 titles. Created in 2004 for busy HR professionals, the series integrates research
findings with expert opinion on how to conduct effective HR practice. It provides the
tools to successfully practice evidence-based management. Other recent reports include
Evaluating Worksite Wellness, The Aging Workforce, and Leveraging Workplace Flexibility
for Engagement and Productivity. To ensure the material is both practical and research-
based, the reports are written by subject-matter experts and are then peer-reviewed by both
academics and HR professionals.

SHRM Foundation educational resources are now used in hundreds of college classrooms
worldwide. A major funder of original, rigorous HR research, the SHRM Foundation also
awards multiple scholarships annually to support education and professional certification.
And all this good work is made possible by the generous support of donors like you.

We encourage you to learn more. Please visit shrmfoundation.org to download other

complimentary resources and to find out how you can get involved with the SHRM
Foundation. Thank you!

Mark Schmit, Ph.D., SHRM-SCP

Executive Director
SHRM Foundation

iii
 Leading Effective Change: A Primer for the HR Professional

ACKNOWLEDGMENTS

The SHRM Foundation is grateful for the assistance of the following individuals in
producing this report:

REVIEWERS PROJECT MANAGER

Pawan Budhwar, Ph.D., MCIPD, FBAM, Dorothy Mebane, Ph.D.
FAcSS, FHEA Manager, Foundation Programs
Professor of International HRM SHRM Foundation
Editor-in-Chief, British Journal of
Management
Aston Business School, Aston University

Alison Eyring, Ph.D., MCIPD, FBAM, AcSS

Chief Executive Officer
Organisation Solutions

Mel Fugate, Ph.D.

Associate Professor
Cox School of Business
Southern Methodist University

Kenneth Kungu, Ph.D., PHR

Assistant Professor of HR Management
College of Business
Tennessee State University

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 Leading Effective Change: A Primer for the HR Professional

ABOUT THE AUTHOR

John Austin works at the intersection of research and practice as the president of Three
Translation Leadership. Prior to his current position, Dr. Austin was a principal at Decision
Strategies International and a management professor at Penn State University and University
of Washington. He continues to teach executives for the Wharton School, Georgetown
University and The University of North Carolina at Chapel Hill. John has worked with
numerous Global Fortune 500 companies as an executive development resource.

Dr. Austin has a B.A. in economics from Johns Hopkins University and a Ph.D. in
management from Boston College. He is a thought leader in the areas of team leadership,
organizational change implementation and strategic decision-making. His research on
knowledge-based decision-making teams is widely cited in the academic literature, as is
his work on the strategic actions of internal change agents. Dr. Austin’s work on knowledge
transfer in managerial teams has been used to develop executive teams around the world.

Dr. Austin is an experienced facilitator and an award-winning teacher who has worked
with practicing executives on six continents. He has developed leaders and led long-
term projects in the areas of change management, scenario planning, team performance,
strategic decision-making and strategy execution. His experience with individuals at all levels
of organizations enables him to translate broad strategies and concepts into actionable,
engaging programs.

Dr. Austin’s research has been published in leading management and applied psychology
journals, including Journal of Applied Behavioral Science, Journal of Applied Psychology,
Journal of Organization Design and Organization Science, as well as practice-oriented
publications, including HR Magazine and The OD Practitioner. Dr. Austin’s work has been
recognized with three Best Paper awards from the Academy of Management and has been
mentioned in a number of media outlets, including CNN, The Wall Street Journal and Barron’s.
Dr. Austin’s new book, Unquestioned Brilliance: Navigating a Fundamental Leadership Trap, will
be published in 2015.

vii
Leading Effective Change: A Primer for the HR Professional

Rapid and regular organizational change is the new normal in many industries today.
 Leading Effective Change: A Primer for the HR Professional

LEADING EFFECTIVE CHANGE:

A PRIMER FOR THE HR
PROFESSIONAL

Leading the process of change is an essential part of any

manager’s job. A 2007 Society for Human Resource Management
(SHRM) survey found that 82 percent of organizations had
been involved in a change management initiative involving the
HR function over the previous 24 months. In fact, organizations
reported more than four major change initiatives on average. Clearly,
change management is now a core skill for HR in a majority of
organizations.

Although change can be hard to control, it does not have to

overwhelm an organization. With disciplined thinking and flexible
implementation, change leaders can clarify and focus complex
organizational change. A skilled HR team can increase perceptions
of fairness, early employee engagement and trust—all of which will
improve employees’ responses to change.

This report is written for the HR professional who wants to

understand organizational change and seeks guidelines for
implementing change. Part 1 places the skill of leading change
within the context of the HR profession and considers how
organizational change affects individuals. Part 2 examines
some representative prescriptive change models and considers
how managers can use models of change to clarify a complex
situation. Part 3 includes guidelines for practice that can improve
the effectiveness of almost any change process, as well as case
studies and suggested techniques for translating the guidelines into
behaviors.

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Leading Effective Change: A Primer for the HR Professional

PART 1: CHANGE AND THE ■■ See themselves as resilient. management has moved to the
HR PROFESSIONAL ■■ Believe their change capabilities core of the HR profession, and
Rapid and regular organizational are greater than those of their subsequent surveys supported
change is the new normal in many competitors. that conclusion. Between 2008
industries today. In an American and 2012, “managing change
■■ Communicate their vision and
Management Association/Human and cultural transformation” has
values often.
Resource Institute survey of consistently appeared among the
■■ Put training resources toward top five HR topics assessed in the
approximately 1,400 executives,
improving managers’ change- Creating People Advantage report
82 percent of respondents said management skills.
that the pace of change in their by Boston Consulting Group/World
organizations had increased over Embracing change as an Federation of People Management
the previous five years. And 69 opportunity rather than as a Associations.3 Simply put, managing
percent reported that their firms had burden can help organizations change is a core HR skill needed
experienced severe shifts during the grow and thrive. And nurturing across the globe in the present and
past year.1 skills of change management can the future.
help HR professionals lead their
Responses to the increasing rate organizations through the difficult Types of Change
and intensity of change vary, but transitions often associated with Generally, the most change occurs
high-performance organizations are major changes. in large, publicly traded, for-
more likely to: profit organizations, but smaller
A 2007 study by SHRM, Change
■■ View change as a manageable organizations report an average of
Management Survey Report,2
opportunity. more than three planned changes
demonstrated that change

Figure 1: Changes Planned or Implemented During the Past 24 Months

New/revised performance management process 58%

Facilities change 57%
Organizational culture change 54%
New/revised HRIS 53%
New/revised IT systems 51%
Organizational repositioning or re-alignment 45%
New/revised financial/accounting systems 41%
Major staffing changes 40%
Diversity or cross-cultural communication initiatives 38%
Operational changes in response to legislation/economic conditions 33%
Product rebranding 26%
Acquisition 25%
Offshoring or outsourcing 16%
Merger 10%
Initial public offering or corporate ownership change 8%

0% 10% 20% 30% 40% 50% 60% 70%

Source: Benedict, A. (2007). 2007 change management survey report. Alexandria, VA: Society for Human Resource Management.

2
 Leading Effective Change: A Primer for the HR Professional

per year. Change management is an Prior to a change, HR managers reduce job satisfaction and increase
important skill to develop regardless often assess organizational his or her intent to leave. Supportive
of the size of the organization. A readiness for change, analyze the HR leadership and the perception
change in a smaller organization impact on key stakeholders, design that change is well planned can
may seem easier because it involves training, and plan and coordinate reduce psychological uncertainty.
fewer systems and people. But communication about the change. Uncertainty will increase if change
to complete the process, a small Later in this report we will consider becomes more frequent or if the
organization usually has fewer staff ways to expand HR’s role during and change fundamentally alters an
available and few, if any, outside after implementation. individual’s work.4
consultants—and this brings its own
challenges. HR’s Role at the Individual Stress
Level: Guiding Employees There is no denying that change
The most common types of Although HR professionals creates stress. Researchers have
change identified in the SHRM must work at the macro level to found that if individuals view a
survey mentioned above are listed implement organizational change, change as equitable, are engaged in
in Figure 1. Most HR managers it is vital to understand the effects the change process, have accessible
reported that in the previous 24 on employees at the individual leaders and feel connected through
months their organizations had level as well. The processes a communication about the change,
revised performance management firm’s HR team puts in place to stress can be markedly reduced.5
systems, changed facilities, guide employees through major
addressed organizational culture organizational changes can Commitment to the change
changes, implemented human influence many aspects of each Commitment to a change increases
resource information system individual’s response, including job employee retention, compliance and
(HRIS) changes or made other IT satisfaction, stress and ongoing job satisfaction. An HR team can help
system changes. With the possible commitment to the change. increase commitment by improving
exception of facilities changes, all quality of communication about the
of these are complex, multisystem Job satisfaction and change, perceptions of justice, trust
transformations. Such initiatives intent to leave in management and employee input
require careful change management Often, an employee’s feeling of in the change process. Individual
processes, in which HR plays a uncertainty around a change will differences play a significant part in
central role.

HR’s Role at the Organizational Figure 2: HR Involvement in Major Changes

Level: Driving Change
Human resource management
is a boundary-spanning function,
both vertically and horizontally. This
uniquely positions HR professionals 5%
to drive change initiatives through Prior to change being introduced
22%
any organization. However, as Figure During the implementation
2 illustrates, this role does not 73% After the change goes into effect
always translate into involvement
throughout the change process. HR
tends to play a larger role prior to
the implementation of change and a
much smaller role during and after Source: Benedict, A. (2007). 2007 change management survey report. Alexandria, VA: Society for
implementation. Human Resource Management.

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Leading Effective Change: A Primer for the HR Professional

Table 1: Prescriptive Change Models

Model Change phase Value to HR manager Similar models
Leadership Model: Kotter Enacting Leadership development GE Change Acceleration
Leading Change resource Process; Kouzes and Posner
Leadership Challenge
Systems Model: Burke-Litwin Designing Assessing readiness & Senge; Leavitt’s Diamond;
Change Drivers identifying gaps McKinsey’s 7-S
Stakeholder/Skills Model: Enacting/ Sustaining Communicating & identifying LaMarsh Managed Change
Prosci ADKAR skills
Recovery Model: Kübler-Ross Enacting Managing resistance and Bridges’ Managing Transitions;
Change Curve facilitating acceptance Salerno and Brock’s Change
Cycle

determining commitment. Cynicism, guidance, or “prescriptions” for are worth examining if applicable to a
external locus of control, lower action, allowing HR professionals to specific organization.
tolerance for ambiguity and low learn from others’ experience.
self-efficacy can lower an employee’s A Leadership Model:
In this section, we examine four
commitment to a change.6 Kotter’s Leading Change
prescriptive models, each with
Leadership change models address
In general, researchers have specific details of value to most
the audience of senior leaders,
demonstrated that fostering trust, organizations. These models are used
explaining how they can push
perceptions of fairness and early widely, but not all are considered a
change through an organization.
employee engagement will improve “best practice” in every situation. In
Kotter’s is the best known of these
employees’ responses to change. Table 1, the last column lists other
models.7
change models that are similar to
In the next section, we will focus
each of the models highlighted and Kotter’s Leading Change Model is a
on specific models of change and
how HR managers can use them
Figure 3: Kotter’s Model
effectively to improve and expand their
roles in the change process at the
1. Establish a Sense of Urgency
organizational and individual levels.

2. Create a Guiding Coalition

PART 2: PRESCRIPTIVE
CHANGE MODELS
3. Develop Both a Vision and a Strategy
Change dynamics are intimately tied
to context, and every context offers
unique interpersonal, structural, 4. Communicate the Vision
cultural and competitive dynamics.
Despite these different dynamics, 5. Empower Employees to Act
HR professionals can benefit from
looking at some systematic studies
6. Generate Short-Term Wins
and models of change. Exposure
to various models, combined with
years of practical experience, 7. Consolidate Gains to Build More Momentum
will help change leaders define
and refine their points of view. 8. Institutionalize the New Approaches
Prescriptive models are particularly
Source: Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.
valuable because they offer specific

4
 Leading Effective Change: A Primer for the HR Professional

top-down model of change that starts

Figure 4: Burke-Litwin Model
with the assumption that a proposed
change has already been designed. External
This model gives little attention to Drivers
assessing the need for change.
Its primary aim is to guide leaders • Mission and strategy
through the implementation phase. Core levers • Leadership
• Culture

Kotter’s model (see Figure 3) and

other leadership models can be • Structure
• Systems (policies)
Alignment levers
most helpful to the HR manager as • M anagerial practices & local workplace climate

guides for leadership development.

If a firm will be undertaking changes • Skills
• Needs and values
Individual levers
in the future, leadership models • M otivation

provide ideas about the capabilities

senior managers and executives Organizational
will need to develop to make Change
those changes successful. Two
other models with audiences and Source: Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and
intentions similar to the Kotter model change. Journal of Management, 18(3), 523-545.
are GE’s Change Acceleration
Process8 and the Kouzes and
Posner Leadership Model.9
Figure 5: Prosci’s ADKAR® Model
A Systems Model:
Burke‑Litwin Organizational Awareness of the need for change.
Performance A
Systems models draw attention Desire to support and participate in the change.
D
to the interconnection of various
organizational systems. Much more Knowledge of how to change.
K
than other change models, systems
Ability to implement the change.
models focus on situational
A
analysis and data collection.
Reinforcement to sustain the change.
They are valuable aids during the R
designing change phase because
they help guide data collection, Source: Hiatt, J. M. (2006). ADKAR: A model for change in business, government, and our
gap analysis and initial action. community. Loveland, CO: Prosci Learning Center Publications.
Systems models start with the
assumption that the beginning levers.10 Understanding these levers A Stakeholder and Skills
point of any organizational change will help an HR manager design Model: Prosci’s ADKAR
is a well-grounded understanding readiness-for-change assessments Prosci’s ADKAR Model14 (see Figure
of the current situation. Barriers and guide conversations. Senge’s 5) is one that focuses the change
to change can often be traced to Learning Organization Framework leader’s attention on identifying
misalignment between systems. is probably the most widely known stakeholders, motivating them to
The Burke-Litwin Model (see of the systems models.11 Others support the change and giving them
Figure 4) identifies and links are Leavitt’s Diamond12 and the the skills needed to succeed when
12 organizational and individual McKinsey 7-S model.13 the change is implemented. Like

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Leading Effective Change: A Primer for the HR Professional

for resistance to change. Models

Figure 6: Kübler-Ross Change Curve
similar to Kübler-Ross’s are
Denial Bridges’ Managing Transitions
Disbelief; looking
for evidence that it
Integration Model16 and Salerno and Brock’s
Changes integrated;
isn’t true a renewed individual Change Cycle.17
Morale and competence

Frustration
Recognition that Decision
Shock things are different; Learning how to work
Applying Prescriptive
sometimes angry
Surprise or shock in the new situation; Change Models
at the event feeling more positive
None of the four prescriptive change
Experiment
Initial engagement models described here, nor any
with the new others, will perfectly fit a given
situation
Depression situation. Organizational change is
Low mood; lacking
in energy a complex system problem. Each
change has unique dynamics and will
require a specific change design.
Time

Source: Kübler-Ross, E. (1969). On death and dying. New York: Macmillan. However, prescriptive change
models offer a useful starting point
for designing a change process
Kotter’s Leading Change Model, organizational change, the Kübler- (see Table 2). The change models
ADKAR is most relevant during the Ross Model (see Figure 6) primarily help leaders identify potential
phase of enacting a change and describes how individuals react to the missing pieces in their plans. The
has little to contribute during the demand to change and addresses role of any change team is to adapt
design phase. Unlike Kotter’s model, individuals’ resistance to change. models to fit a real-life situation.
ADKAR offers some guidance The team members should identify
for sustaining a change. Models One drawback of recovery models a change model that best matches
like Prosci’s ADKAR that address is that they assume resistance their specific initiative and then
stakeholder identification, framing to change, which can become a modify the model to fit the context.
and communication provide value self-fulfilling prophecy. Recovery One common approach is to:
throughout the life of a change models identify the introduction of
change as a trigger for negative 1. Identify a “close match” change
initiative.
reactions. They do little to inform model.
Motivating others to support the the design of the change, but try 2. Conduct a situational
change often falls to the HR to minimize barriers and resistance assessment.
manager. Prosci’s ADKAR and to the implementation of a change
similar models, such as the LaMarsh initiative. 3. Look for the blind spots in the
Managed Change Model, can help chosen model while matching it
HR managers design appropriate The strength of recovery models to the situation.
skills development initiatives to is that they invite and facilitate
4. Find a secondary change model
support a change. discussion of the emotional
that can address the blind spots
consequences of organizational
or modify the initial model to fit
A Recovery Model: change. Many employees have an
the context.
Kübler-Ross Change Curve emotional response to change,
Numerous change models evolved even if they do not express it By the end of the process, a newly
out of Elisabeth Kübler-Ross’s openly. Recovery models give created custom-fit model can be
classic work on the stages of legitimacy to these emotions, used as the scaffolding around
grief, describing how people make them easier to address which the change team builds a
confront death.15 When applied to and help HR managers prepare specific action plan.

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 Leading Effective Change: A Primer for the HR Professional

Table 2: How to Apply Change Models companies are comfortable sharing

their challenges publicly. Even
Model Useful for Focus
changes that are deemed successful
Leadership Model/ Senior leaders • Guides implementation of change
have probably upset the status quo.
Kotter driving change
• Top-down model As one HR executive noted:
initiatives
• Points to capabilities needed to lead
change
Systems Model/ HR managers • Shows interconnectedness of “Organizational changes can
Burke-Litwin assessing organizational systems never be categorized as just
readiness for
• Emphasizes situational analysis and data successful or not. Reality is not
change that binary. In every change, some
collection
• Guides gap analysis and planning things work as expected and
Stakeholder/Skills HR managers • Helps in identifying and motivating
some things don’t. You just work
Model/ADKAR supporting change stakeholders hard to make sure it is the high
and motivating
• Promotes communication and provides priority outcomes of the change
others to support it that fall on the more successful
skills for success
• Offers guidance for sustaining a change side.”
Recovery Model/ HR managers • Addresses emotional consequences of
Kübler-Ross preparing to handle change
resistance to Phase 1: Designing Change
• Explains individual reactions, resistance
change
to change A surprising number of change
• Helps in reducing barriers and resistance models start with the assumption
to implementation that the change itself has already
been defined. Even models that
PART 3: GUIDELINES most cases, these guidelines are start with a step called “define the
AND TECHNIQUES FOR revisited repeatedly throughout a change” provide little guidance. But
FACILITATING CHANGE change initiative. clearly defining the change is an
Organizational change can be We present these phases as a essential part of the process.
complex and confusing not only linear progression for the purposes Ensuring that changes are pursued
for ordinary employees but also of clarity, but in reality most for the right reasons from start to
for those trying to facilitate the organizations cycle through each finish and that they are the right
process. In this section, we divide phase more than once. For example, sorts of changes for the organization
the process into three phases an organization will often reconsider should not be an afterthought. HR
and look at each in detail: 1) the a decision made during the design professionals should revisit the
designing phase, 2) the enacting phase while a change is being question of whether a change fits
phase and 3) the sustaining phase. implemented, and then reconsider it their organizations’ goals several
These three phases coincide with again as the change is extended to times throughout the process, not
three “translation moments,” when new contexts. just at the beginning.
strategic leaders turn abstract ideas
into action.18 Three case studies detailed on pages
Barriers to designing change
8, 10 and 14 are drawn from real
For each of the three phases, we Generating a well-designed change
change initiatives in process. HR
identify specific common barriers, is not as simple as sitting down
executives from these companies
useful techniques and guidelines for and brainstorming with a group of
agreed to tell their stories, revealing
practice. Guidelines for practice are executives. Predictable traps can get
the good and the bad, provided
specific actions that change leaders, in the way of this first phase:
the examples remain anonymous.
especially HR professionals, should Change is often a sensitive topic ■■ Limited mindsets. Every
include in any change process. In within organizations, and few decision is filtered through the

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Leading Effective Change: A Primer for the HR Professional

assumptions and experiences

of the decision-making group.
Unfortunately, these assumptions Case Study 1
and experiences are usually not Elegant Design Is Not Enough
discussed openly. Reliance on an The training and development Several months into the rollout
industry’s or a firm’s conventional group of a global technology of this initiative, shifts within the
wisdom and a lack of diverse
company took on the task industry and strategic changes
experiences among members of
of redesigning leadership in the organization led to the
the decision team can contribute
to a limited mindset.19 If the development programs to create realization that one job category
change design team is not alert an industry-leading executive was no longer mandatory for
to its blind spots, members will bench. The design team started future success. The steering
limit their options even before by running a scenario-planning committee decided to shut down
considering them.20 workshop to identify the work the design plans around this job
roles essential for success in the category, to shift resources and
■■ Overconfidence.
Overconfidence can mean that future. This process engaged to add more emphasis to a job
the change team members believe stakeholders from across the category that was increasing in
they know more than they really organization and a select group importance for the organization.
do, or that they are unaware of of external industry experts.
Pilot programs and subsequent
the multitude of things they do The workshop identified seven
impacts on targeted employees
not understand. Overconfidence job categories that would be
causes leaders to believe they saw mixed success. Several
the focus of the transformation
can predict the future and to initiatives thrived, and several
effort and also future-focused
ignore the uncertainty embedded struggled to get started or were
skills to target for development.
in any change process.21 An not well received by stakeholders.
Finally, the team conducted a
overconfident team will: For job categories in which the
rigorous benchmarking study
Fail to include contingencies change was successful, there is
●●
to find current weaknesses in
in a change design. now evidence that new skills are
leadership development. It framed
taking hold.
●● Underestimate the time the change initiative as a way of
needed to execute a change. fixing those weaknesses. The largest barrier to sustained
●● Ignore data that suggest the success in this project seems to
By engaging a wide range of
change will not succeed. be the tension between a large-
stakeholders in the planning
In one company, the change scale transformation of jobs and
process, the training and
team members recognized that short-term pressure to manage
development group was
they did not have the answers costs. Even though the project
needed to drive a cultural change, able to identify some natural
has a five-year time horizon,
so they designed the change to change champions across the
project leaders must defend
emerge from conversations with organization. Engaging these
its value on a quarterly basis.
other members of the firm. They individuals turned out to be
Identifying an active senior-level
resisted the temptation to assume crucial, especially as the training
change champion and continuing
the team had all the knowledge and development leader worked
necessary to make the change work with stakeholders are
to secure funding for the change
work. the primary activities that are
initiative. Including industry
sustaining at least part of this
■■ Lack of quality data. Design experts made sure the team
initiative. Still, company leaders
teams can be so eager to work was not limiting its assumptions
continue to question the need for
on the details of a change that about available skills within the
they gloss over holes in their this change initiative.
organization.
understanding of the current state
of affairs. Without good data,

8
 Leading Effective Change: A Primer for the HR Professional

the team may treat assumptions and limitations in frames of necessary considerations. 24
and hunches about employee reference can help ensure that Many change managers
perceptions, structural issues or a change is both actionable and advocate that the change team
competency gaps as if they were realistic. continually assess the macro
facts. environment and adjust the
■■ Outside-in planning
assessment throughout the
A change team should begin the techniques, including scenario
change process.
design initiative with in-depth planning and uncertainty
data collection, not with an offsite analysis, can help a team ■■ Design change for the future,
meeting of executives. Asking address planning for the future not for the present. A well-
whether data exist that would rather than for the present. 23 designed change does not assume
prove the team wrong is a good that the external world is static.
way to assess the quality of Guidelines for The external environment will likely
data being used. Data should be designing change have already changed between
collected from multiple sources, Phase 1 includes three guidelines the design and implementation
especially when assessing gaps in for good practice (see Table 3): phases of the change. Factoring in
competencies. high-impact uncertainties during
■■ Conduct a current state
the design process will make it
■■ Limited stakeholder outreach. assessment. The role of the
easier to implement the change
Limited mindsets, overconfidence HR department is to ensure that
if those uncertainties occur. In
and lack of quality data can all members of a change design team
addition, the design team should
contribute to lack of engagement are operating with an accurate
use a future-oriented framework
with key stakeholders during understanding of organizational
when discussing what capabilities
the change design process. If capabilities. Just as it is impossible
are needed and potential gaps to
the design team thinks it already to set driving directions in a GPS
be addressed. In Case Study 1,
knows what it needs to know, without knowing one’s current
for example, the design team
lacks data or is not aware of its location, the change design
examined scenarios to identify
own biases on an issue, the team team cannot create a map for
future needs, not just current ones.
is unlikely to seek the perspective organizational change without a
of a diverse group of stakeholders. clear understanding of the starting ■■ Create prioritized, actionable
It may use common rationalizations point. and realistic goals. Returning
to justify a lack of stakeholder to the GPS analogy, anyone
Before conducting any detailed
engagement, including a need for setting off on a journey needs
discussion of a change, the
secrecy, a belief that speed is of a destination. Creating a clear
design team should have a clear,
the essence or a desire to avoid description of where the design
comprehensive and accurate
burdening people.22 team wants the change to take
snapshot of the current state of
the organization makes change
the organization. The assessment
Techniques for execution easier. Describing what
can include capabilities,
designing change the organization will look like once
resources, committed strategies,
The HR professional is well situated the change has been successfully
competitive assessments and
to offer organizationwide data and implemented sets the destination
gaps. An HR professional is
expertise in facilitating the process in participants’ minds and
often best situated to provide
of designing change, particularly in allows the team to generate
these data. Organizational history
small and midsize organizations. actionable goals. In visions of
and standard timing cycles for
the future, change teams should
■■ Employee surveys and action within the firm are also
pay attention to language,
outreach efforts can help
gather the data needed for a
strong assessment of the current
Table 3: Designing Change Guidelines
state of affairs in a firm. 1. Conduct a current state assessment.
2. Design change for the future, not for the present.
■■ Facilitation techniques
designed to uncover assumptions 3. Create prioritized, actionable and realistic goals.

9
Leading Effective Change: A Primer for the HR Professional

organizational timing and practical

limits. Examining capability gaps Case Study 2
will help ensure that goals are Recovering from a Change Disaster: Flexible Plans and
realistic and actionable. Deep Sponsorship
Some aspects of the future state The HRIS initiative was perhaps “sponsorship spine”—the collection
of the organization will always be the largest change project the of people who enthusiastically
unknown, so building in flexibility
construction materials company backed the project—was weak.
is crucial. The change team should
had attempted in the past five Without strong internal champions,
prioritize and keep the primary aims
years. With operations in 16 the project was adrift.
of the change front and center.
countries and more than 100,000
The senior VP of HR, who was
Phase 2: Enacting Change employees, leaders knew that
relatively new to the company and
Many books and articles about bringing in a new system would not
not part of the initial decision-
change management focus be easy. Installing the HRIS was
making group, stepped in to
almost exclusively on the enacting only part of the change. Country
change phase. Organizations often convene the full executive team
managers needed training to use it,
transfer responsibility for a change and other key internal stakeholders.
recruiting had to be aligned to take
process from a design team to During a two-day meeting the
advantage of new features, and
an implementation team at the group deconstructed the projects,
employees had to adjust to a new
beginning of this phase because assessing initial goals, examining
the skills and time commitment way of accessing information.
costs, exploring alternatives,
required for enacting change are The process started with a robust debating opportunity costs of
significantly different than those
project plan. For a full year, the action and inaction, and discussing
required to design a change.
Enacting a change often demands team set goals and priorities, invited relationships with external
a long-term commitment from stakeholders to troubleshoot design stakeholders. In the end, they reset
a dedicated team. During some issues, and debated potential future the plan. Three senior leaders
large systems changes, such as uses of the system. An outside committed to championing project.
the implementation of a new HRIS, vendor helped manage the process, The overall goals shifted slightly
the number of full-time people and a valuable executive champion from efficiency and consistency
engaged in the change initiative to preparation for improved global
drove it forward. When it was time
can surpass the size of entire
for the rollout, the initial pilot went competition after the industry
departments. In such initiatives,
the change leader must have as smoothly as planned. But six downturn.
team leadership, motivation and months into the rollout the entire
Today the new HRIS has been
budgeting skills, in addition to project was on the edge of failure.
rolled out in 12 countries, and the
change management skills.
The industry was experiencing project leader expects to complete
Barriers to enacting change one of the deepest downturns the final four rollouts by the end of
Enacting change requires vigilance in memory, and the company this year. Each rollout started with
to make sure the change team struggled to keep its costs under a local assessment of the current
is properly prepared and that control. The HRIS was creating state of affairs and modifications
the organization’s employees sustainable efficiencies, but was of the plan to fit the needs of each
are receptive. HR professionals country. The senior VP of HR says
also the most expensive short-term
can help avoid some of the most
initiative in the works. Pressure the project was “close to death”
common pitfalls:
to delay or suspend the rollout at the time of the senior team
■■ Missing expertise. The built, and at a critical moment, meeting. She believes that lack
composition of a change team the change champion left the of flexibility in the initial plan and
is a crucial consideration. Teams company for another opportunity. limited sponsorship almost doomed
with the correct skills and Leaders suddenly realized that the the change.
knowledge will be best equipped

10
 Leading Effective Change: A Primer for the HR Professional

to lead complex projects. 25 ■■ Lack of inducements changes is invaluable for a

Time spent at the beginning of and employees’ belief in change team. For example, an
the project thinking about what themselves. Employees’ organization that is recovering
capabilities will be most valuable confidence in their own ability from a painful period of
can speed the process and to succeed interacts with downsizing will react differently
mitigate risk. organizational inducements in to a new team-based structure
complex ways. Reward systems than will an organization
Often members of the change
and employee confidence with a history of growth and
team do not even recognize that
both play a role in motivating collaboration. In Case Study 2,
they are missing an essential bit
employees to shift behaviors and the new HR leader started to
of expertise. Asking the team to
adopt a change. 30 Rewards can see the beginning of fatigue and
create an expertise inventory early
be used to encourage employees called the senior team together
in the process will help members
to make the initial behavioral to address the problem head-on.
use all available expertise and
changes required as part of
identify missing pieces. Techniques for
an initiative. However, once
■■ Lack of readiness. Employees the initial behavioral change enacting change
may not be properly prepared is complete, the individual’s Techniques for enacting change
for a change, which can lead confidence in his or her ability focus on maintaining momentum
to ambivalence or disinterest. to succeed becomes more and ensuring an easy flow of
Ambivalence is quite often important than an external communication.
interpreted as resistance to reward. If employees make ■■ Expertise assessments can
change, 26 and expectations the behavioral changes but help identify needed skills when
that there will be resistance do not believe that they are assembling a change team.
may create a self-fulfilling developing competency in the
prophecy in which simple new behaviors, they are likely
■■ Stakeholder mapping sets
disinterest is misinterpreted as to revert to their old behaviors the stage for the communication
active resistance. 27 Conducting or reduce their efforts. 31 Efforts plan and helps identify
a detailed assessment of the should address both reward individuals who should be part of
current state of the organization systems and employees’ belief in the team. Stakeholder mapping
during the design phase can themselves. can also help the change team
help avoid this barrier. One identify potential champions for
■■ Initiative fatigue. A culture the initiative.
assumption for the team to keep
of inaction or a track record
in mind is that what initially looks ■■ Project management
of failed initiatives can create
like resistance to the change expertise is a skill that is needed
strong headwinds and slow
may actually be a lack of interest regardless of the content of the
adoption of a change in
or confusion. change.
any organization. Just as
■■ Organizational routines. past successes can lead to ■■ Communication planning
Habits can be harnessed to overconfidence, past failures is often built into the project
reinforce a change. 28 Often, can lead participants to expect management plan and links
employees are oblivious to the failure. Employee withdrawal stakeholder mapping to project
routines that drive their daily from the change initiative is a management work.
interactions. Hidden routines can frequent challenge. In addition, a
slow or prevent implementation perception that change initiatives
■■ Environmental monitoring
of a change. 29 Understanding are too frequent and that can be connected to some of the
why routines exist and how they distract employees from uncertainties identified during
they relate to a change initiative completing their jobs can slow the design phase. The change
can help participants focus on implementation of change and team should periodically check in
changing relevant behaviors, but contribute to ambivalence. with the change sponsor to share
not become distracted by trying new information gathered about
Knowledge of organizational the external environment as it
to change behaviors that are
history related to large-scale relates to the initiative.
peripheral to the initiative.

11
Leading Effective Change: A Primer for the HR Professional

Guidelines for Table 4: Enacting Change Guidelines

enacting change
1. Prioritize expertise over availability when selecting members of the change team.
There are five guidelines for
practice in the enacting change 2. Secure a senior-level change champion.
phase (see Table 4): 3. Identify and engage key stakeholders.
4. Use project management best practices.
1. Prioritize expertise, not
5. Monitor the environment for changes and align with other initiatives.
availability, when selecting
members of the change
team. Selecting members responsibility for overseeing the 4. Use project management
of a change team based on change. A change champion is best practices. The field
criteria such as who has time, someone who believes strongly of project management has
who needs extra development that the change is needed and developed a robust toolkit
opportunities and who is is willing to advocate for it based designed specifically for moving
between projects is tempting. on that belief. HR professionals forward with complex projects. 33
But before considering whom to can play a central role in A change team should have an
select, leaders should identify identifying the best change experienced project manager
the expertise that will be needed champions. HR can connect and should give that manager
on the team. The choice of team executive personal development the power to keep the change
leader should be driven by a goals and organizational needs on track.
discussion of expertise, too. The so that the identified sponsor
process can be simple: 1) define has the potential to be a It is important to balance the
the task, 2) identify needed passionate change champion as pressure to meet deadlines
expertise and capabilities, and well. Case Study 3 highlights the with the commitment to ensure
3) choose the individuals who risk of having just one change the change will accomplish
have the needed expertise and champion. Multiple champions its objectives. Completing
capabilities. are always preferred. the change as if it were just
a checklist helps no one. For
3. Identify and engage key
One executive interviewed for this reason, most change
stakeholders. Stakeholder
this report noted that carefully teams separate the role of
management is a vital task for
selecting the members of the project manager from the role
enacting organizational change.
team based on expertise sends of overall team leader. The
Conducting a stakeholder
a message to the rest of the demands of those two roles
mapping exercise early in the
organization about priorities. If can create tensions that lead
process will pay dividends later.
the team is simply a collection to better implementation plans
HR should carefully identify
of available people, others if managed constructively. If
individuals and groups that
will assume the change is not the project manager is also
are interested and influential.
important. the change leader, underlying
These people may offer
tensions may be harder to
2. Secure a senior-level valuable expertise, design
discuss and manage. Successful
change champion. A change engagement plans or even map
project management, while
process that does not have a out the most effective path for
often overlooked in prescriptive
senior executive championing shepherding the change through
change models, can continually
it will struggle from the the organization. Cohorts of
resurrect focus and energy
start and is unlikely to gain employees or customers can
around the change.
momentum. Being a change be stakeholders during rollouts
champion is not the same thing of large-scale changes. Each 5. Monitor the environment
as being a change sponsor. cohort is a different stakeholder for changes and align with
A change sponsor has formal group with different interests. other initiatives. The external

12
 Leading Effective Change: A Primer for the HR Professional

environment will have shifted as a technology shift, with a clear Leaders will feel pressure to
between the time the change endpoint, the focus turns to data remove some of the resources
is designed and the time it is collection and monitoring outcomes. allocated to a change as it
enacted. The change team should If the change is being replicated progresses. The organization
put processes in place to monitor or expanded to new parts of the may even have a new set of
organization, the focus usually leaders who were not part of the
the external environment and
turns to assessing the new settings initial change design process.
make adjustments as needed
These leaders may not only
to account for these shifts. and looking for evidence that the
be less passionate about the
Environmental monitoring should initiative needs to be modified to fit
change, but they may also come
be an explicit, systematic task, the new context.
with new ideas to implement,
not one done casually. Monitoring which will compete with the
Barriers to sustaining change
is easier if the change is originally current initiative for leadership
Sustaining a change requires careful
designed with an eye toward attention and organizational
monitoring, mindful processing of resources. As a change becomes
future environmental shifts.
the situation and attention to data. part of the status quo, change
Several common barriers can get in leaders will experience pressure
Monitoring and aligning with
the way of sustaining a change in to reduce implementation costs
other organization initiatives is
the long run: so resources can be shifted to
a specific aspect of monitoring
other newer initiatives. This result
the environment that should not ■■ Lack of data collection to
can limit the ability of the change
be overlooked. Useful overlaps assess momentum and
leader to make necessary
between initiatives, and some change. Successful initial
adjustments to the initiative
potential conflicts, will be change pilots can hinder the
when applying it in new settings.
ability to replicate the change by
discovered. It is possible to maintain flexible
creating the assumption that the
organizational routines and use
initiative will work everywhere.
Phase 3: Sustaining Change Managers may decide not to the strength of those routines to
Sustaining a change is more track success beyond the initial the change team’s advantage. 35
complex than simply maintaining pilots. Expectations that things ■■ Conflicting cultures. Every
a steady state. Over time the will work well, just like “last organization has multiple
environment, within and outside the time” can set up “confirmation subcultures. 36 Eventually, an
organization, shifts. The initiative bias,” in which change leaders initiative that is introduced from
must adapt. The change project overemphasize evidence outside one of these subcultures
that change is working and will conflict with local work
will require modifications as it is
undervalue evidence of struggles norms. Efforts to translate a
extended into new parts of the
related to the change. 34 change into local work behaviors
organization or expanded to link with Confirmation bias can be a and routines can limit this barrier.
adjacent projects. Often the change greater risk if initial successes Unfortunately, time constraints
team is disbanded, and the change exceeded expectations, causing and simple frustration can
champions shift to other tasks the change team to reset its pressure change leaders to
when implementation is considered baseline for success. In Case force a change without making
complete. The HR professional may Study 3, managers avoided an effort to link it to local work
be left alone to ensure systems are confirmation bias by actively routines. Lack of flexibility can
still aligned and the original aims of seeking market-level data before trigger a negative dynamic
settling on a plan for centralizing of blame and counter-blame
the change initiative are met.
some functions in Europe. among members of an “outside”
If a change is long term, such as ■■ Short-term pressure, lack of change team and employees
a culture change, HR focuses flexibility. Trade-offs between experienced in the local context.
on maintaining momentum. If the short-term targets and long-term In Case Study 3, the apparel
change is a discrete one, such initiatives can hobble change. company team was able to

13
Leading Effective Change: A Primer for the HR Professional

Case Study 3
Design the Structure, Evolve the Culture: Sustaining a Change by Setting It Free
A privately held Italian apparel The initiative started with two work change teams as local initiative
company had a great problem: streams. The first stream began translators or full-time members
It could not keep up with global assessing the organization’s current temporarily relocated to Europe.
demand. The company had long structure and identifying ways to The teams soon realized that the
enjoyed a strong U.S. market, align work and to gradually move restructuring initiative could be
and in recent years had become toward more centralized marketing managed as a centrally driven
successful in Japan, Korea and and design. This change team had change initiative, but that the
parts of Southeast Asia. Now the permission to design a process culture change would have to be
company found unexpected new sensitive to individual country more organic and motivated by
demand in South America and differences and flexible in speed of champions at the local level.
India, too. implementation, but also consistent
HR managers involved in this
with the message that the company
The executive team, guided by the change overwhelmingly believe
was committed to centralizing
first CEO hired from outside the it is sustainable and progressing
marketing and design decisions in
company, decided to centralize better than they had hoped at
Europe. The second work stream
operations in Europe and reinforce the beginning. They attribute the
began exploring options for building
a culture of quality and employee success of both parts, structural
a stronger corporate culture around
pride. Historically, the company and cultural, to consistent
quality and pride. This change
had let each country run its own communication, alignment of
team initially focused on internal
marketing campaigns and design the parts and local ownership of
stakeholder workshops in each
products to fit its culture. Although the cultural messages. Change
country to help identify the core
this approach had contributed to champions in each country often
company culture in each.
company growth, the executive talk with each other and share
team was concerned that it was The change was implemented stories they tell to reinforce the shift
hurting brand quality and risked based on data collected in the from the past to the future. Country-
turning the company’s products first phase. As the change teams level HR managers acknowledge
into high-volume, low-margin collected information, they also that the cultural shift will move more
commodities. The centralization discovered individuals with slowly in certain countries. Speed is
initiative was partially designed innovative ideas working in other not a primary measure of success
to shift to a lower-volume, higher- countries. In several cases, these in this case, as long as there is
quality product business model. individuals were added to the evidence of progress.

limit this type of backlash by ■■ Scheduled situational team anticipate some of the
engaging country-level managers snapshots with each local area places the initiative mway face
and employees. affected by the initiative will help barriers as it ages and expands.
the change team keep the focus A pre-mortem is an exercise in
Sustaining change techniques on local issues. which a team envisions failure
Techniques for sustaining change of a project as a way to identify
■■ Leveraging current HRIS and
focus attention on creating a clear potential barriers and proactively
employee surveys can provide
understanding of new contexts, address them before they
timely data about the momentum
collecting useful data for monitoring derail the project. Techniques
and impact of the initiative.
momentum and assessing the need that focus attention on the
■■ Periodic project pre- specific context can help the
to adjust the initiative.
mortems will help the change change team look for contextual

14
 Leading Effective Change: A Primer for the HR Professional

differences and shifts in the Table 5: Sustaining Change Guidelines

environment that may slow
1. Track the impact of the change and engagement of stakeholders.
momentum of the change.
2. Find opportunities to tell the pre-change story.
Guidelines for 3. Look for evidence that the initiative does not fit the situation.
sustaining change 4. Keep working to translate the overall design goal into local behaviors.
In Phase 3, there are four important
guidelines to keep in mind (see became an opportunity to tell 4. Keep working to translate
Table 5): the pre-change story and get the the general design goal
initiative back on track. into local behaviors.
1. Track the impact of the
Each part of an organization
change and engagement of 3. When expanding to new
establishes unique work
stakeholders. At some point settings, look for evidence
routines. The change manager
a change initiative becomes that the initiative does not
should understand differences
part of the status quo, but it is fit the setting. When leading an
among various departments
important to keep monitoring initiative, everyone tends to look
and work to translate change
perceptions and behavioral shifts. for evidence that things are going
goals into behaviors that will fit
If the organization administers an well and to downplay evidence
each day-to-day routine. Only
annual employee survey, it can that plans are off track. This is
relevant routines will be changed,
be used to assess the impact of known as the confirmation bias.
thus lessening the impact on
the change. HR professionals The change team should always
participants and making change
can reach out to stakeholders ask how the initiative does not fit
less threatening. For example,
with surveys and interviews any new situation to counteract
in Case Study 3, managers built
scheduled as part of the project the confirmation bias and identify
enthusiasm by shifting culture
management plan. Without these challenges before they become
change work to the country level.
assessments, managers may lose serious problems.
sight of the change objectives or
prematurely assume success or
failure. Implications for Talent Management
2. Find opportunities to tell Developing talented change leaders is crucial for virtually any
the pre-change story. As new organization. Successful change requires midlevel managers to have
employees enter the firm and relevant team leadership, change process, communication and project
others shift to new positions, management skills. And senior leaders must understand the complexity,
organizational memory changes. time commitment, and need for active and visible sponsorship during
Fewer people will remember change initiatives.
the situation before the change
If change is a significant reality within an organization, the topic should
took place, and this can lead to
be integrated into leadership development programs. Change initiatives
a slowdown in momentum. HR
are valuable learning opportunities for rising leaders. The ability to
professionals should remind
effectively lead change should also be a factor in recruiting executive
people of the problems the
talent and promoting employees.
change helped resolve. This
will keep the objectives of the Finally, leadership transitions may influence the success or failure of
initiative front and center and change projects. Turnover can slow change initiatives while the new
give participants a sense of leaders are brought up to speed. In some cases, the original change
momentum and accomplishment. champion disappears from the scene. For long-term change initiatives,
For example, in Case Study 2, it is wise to build in a leadership succession plan.
the “crisis” senior team meeting

15
Understanding the motors that drive change can help HR professionals and their
organizations anticipate and react to unplanned changes.
 Leading Effective Change: A Primer for the HR Professional

CONCLUSION

Change happens—whether planned or as a result of unplanned

external events. Most organizations today are managing multiple
change initiatives, so leading change is now a prerequisite for HR
professionals. Figure 7 reviews basic steps to follow to establish a
reputation as an effective change leader.

Understanding the motors that drive change can help HR

professionals and their organizations anticipate and react to
unplanned changes. Understanding general principles of change can
help HR focus and prioritize during a change initiative.

The bottom line is that organizational change is complex and requires

constant vigilance to manage. The guidelines in this report outline
specific actions that HR teams can advocate as part of any change
process. By playing an active role in an organizational change, the
HR professional can ensure that all systems are aligned to make the
change initiative successful and to keep it connected to the long-term
organizational strategy.

Figure 7: Pathway for Developing Change Leadership Capabilities

1 Understand how individuals respond to organizational change.

2 Study prescriptive change models to develop personal change leadership principles.

3 F
 ollow guidelines for practice, or make a mindful choice to stray from guidelines.

4 Research techniques for implementing the guidelines.

17
With disciplined thinking and flexible implementation, change leaders can clarify and focus
complex organizational change. A skillful HR team can increase perceptions of fairness,
early employee engagement and trust—all of which will improve employees’ responses to
change.
 Leading Effective Change: A Primer for the HR Professional

ENDNOTES

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 Leading Effective Change: A Primer for the HR Professional

34. Hart W., Albarracín D., Eagly,

A. H., Brechan I., Lindberg M.
J., & Merrill L. (2009). Feeling
validated versus being correct:
A meta-analysis of selective
exposure to information.
Psychological Bulletin, 135(4),
555-588.
35. Howard-Grenville, J. A. (2005).
The persistence of flexible
organizational routines: The role
of agency and organizational
context. Organization Science,
16(6), 618-636.
36. Cameron, K. S., & Quinn, R. E.
(2011). Diagnosing and changing
organizational culture based on
the competing values framework.
San Francisco: Jossey-Bass.
37. Klein G. (2007). Performing a
project pre-mortem. Harvard
Business Review, 85, 18-19.

21
 Embracing change as an opportunity rather than a burden can help organizations grow
and thrive.

22
 Leading Effective Change: A Primer for the HR Professional

SUGGESTED READINGS

The following books, arranged by topic, offer practical techniques and

useful illustrations to guide the change process. They are written for
practicing managers, although not specifically for HR managers.

Prescriptive Change
Kotter, J. P. (1996). Leading change. Boston: Harvard
Business School Press. Considered the textbook for leading
change. Any change practitioner should have at least a cursory
knowledge of Kotter’s eight steps for leading change. Written for
leaders, with examples that will resonate with executives.

Heath, C., & Heath, D. (2010). Switch: How to change things

when change is hard. New York: Broadway Books. An
engaging change leadership book grounded in solid research about
decision-making, influence and organizational change. Includes ideas
for how to direct, motivate and shape the way toward change.

Salerno, A., & Brock, L. (2008). The change cycle: How

people can survive and thrive in organizational change.
San Francisco: Berrett-Koehler. A contemporary change model
based on the recovery cycle. A practical guide for helping employees
and stakeholders work through the change cycle.

Anderson, D., & Ackerman-Anderson, L. S. (2010). Beyond

change management: How to achieve breakthrough results
through conscious change leadership. San Francisco:
Pfeiffer. Focuses attention on the leadership mindset, behavioral
modeling, culture change and large systems implementation. Offers
practical ways to work through the challenge of leaders who do not
see roadblocks to change. A valuable resource for the HR manager
who must guide a change from start to finish.

23
Leading Effective Change: A Primer for the HR Professional

Conner, D. (1993). Managing Schoemaker, P. J. H., & Gunther, Sustaining Change

at the speed of change: How R. E. (2002). Profiting from
resilient managers succeed uncertainty: Strategies for Senge, P. M. (Ed.). (1994). The
and prosper where others fail. succeeding no matter what fifth discipline fieldbook:
New York: Villard Books. A good the future brings. New York: Strategies and tools
choice for those faced with strong Free Press. Presents practical for building a learning
resistance to change. Shows readers techniques using scenarios to chart organization. New York:
how to bring people on board by potential futures. Designed to inspire Random House. This approach
moving them from pessimism and decision-makers to build multiple, remains valuable for creating
doubt to optimism and acceptance. realistic potential futures and to a culture of sustained learning.
set strategies that account for the The elements of the learning
uncertainties revealed. Helps move a organization can help with the
Designing Change design team toward a future focus. attention to context needed to
Kahneman, D. (2011). Thinking, sustain a change initiative over time.
fast and slow. New York: Farrar,
Straus and Giroux. Written by
Enacting Change Spitzer, D. R. (2007).
Transforming performance
a Nobel Prize winner. Provides Schmidt, T. (2009). Strategic measurement: Rethinking the
a detailed explanation of how project management made way we measure and drive
individuals think and make sense simple: Practical tools for organizational success. New
of the world. A thorough overview leaders and teams. Hoboken, York: American Management
of behavioral decision-making and NJ: John Wiley & Sons. Brings Association. Challenges the
a great resource for trainers in the the project management novice reader to think carefully about how
field of critical thinking, decision- up to speed and helps a project performance is measured in an
making and strategic planning. manager ask the right questions to organization and gives practical
keep any project focused and on advice for obtaining information that
Kim, W. C., & Mauborgne, R.
track. is relevant and useful.
(2005). Blue ocean strategy:
How to create uncontested Patterson, K. (2008). Influencer: Sutton, R. I., & Rao, H. (2014).
market space and make the The power to change anything. Scaling up excellence: Getting
competition irrelevant. Boston: New York: McGraw-Hill. Shell, to more without settling
Harvard Business School Press. G. R., & Moussa, M. (2007). The for less. New York: Crown
Frei, F., & Morriss, A. (2012). art of woo: Using strategic Business. A thought-provoking
Uncommon service: How to persuasion to sell your ideas. assessment of the key decisions
win by putting customers at New York: Portfolio. Both books and options organizations confront
the core of your business. provide systematic ways to think when trying to scale. The book
Boston: Harvard Business about persuasion and influence. explores a number of approaches to
Review Press. These books Valuable for those who find make scaling more effective. Useful
address the external environment. themselves in boundary-spanning for HR practitioners embedded in an
Blue Ocean Strategy provides tools roles either as part of a change expanding organization who need an
to help a senior team redefine the initiative or as a routine part of their external perspective.
competitive landscape. Uncommon jobs.
Service offers a similar set of tools
Bridges, W. (2003). Managing
addressing service and customer
transitions. London: Nicholas
expectations. Can be used to
Brealey. Provides a practical model
stimulate strategic thinking at the
to help ease transitions. Helpful
start of a design process.
when a change requires significant
employee behavioral change.

24
 BUSINESS SUCCESS depends on getting the most out of people. Now more than ever,
businesses rely on HR professionals to make the most of a changing workforce. Because
great HR makes great organizations.

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