Change Management for Risk Professionals - Change Management for Risk Professionals -

: Change Management Learning Objectives The Concept of Change Management Systems and Change Situational Example: Business Continuity and a Systems Perspective COVID-19 Systems Example Kotter’s Change Model Justification of the Change Initiative Support Involves Making Allies and Finding Champions Relate the Initiative to the Employees – Create Vested Interests Communication Address Resistance to Change Develop the Implementation Plan to Capture Regular Low-Hanging Fruit (Planned Wins)Reinforce the Initiative with Regular Communications – Keep the Energy Going Project Change to a Program – Make it Part of the Organizational Culture Examples of Action Items for a Business Continuity Change Initiative Summary References Exercises : Strategic and Tactical Considerations of Change Learning Objectives Benefits of Change Change Management Intervention The Process for Change Transformational Strategies Focus on Quality Strategy Search Conferences Strategy Lead–Lag Strategy Bottom-up or Top-down Strategy Experimentation Strategy Interpersonal Skills Two Change Models for Consideration Matrix of Change Change Intervention Usability Organizational Resilience Management System – Plan-Do-Check-Act Model Change Intervention Usability Advantages and Disadvantages of the Change Models Summary References Exercises : Resistance to Change Learning Objectives Resistance to Change Reasons for Resistance to Change Methods to Overcome Resistance to Change Change Failures Summary References Exercises : Leadership Involvement: Change Leadership Learning Objectives The Differences between Leaders and Managers Leadership Qualities – Approaches Leadership and Organizational Development OD Practitioners and Motivation to Change Myer–Briggs Type Indicator Assessments Summary References Exercises : Practical Organizational Considerations Learning Objectives Critical Variables in Organizational Transformation Organization Structure The Impact of Policies Leadership Interaction Performance Measures People, Policies, and Culture in Organizational Transformations Competing Values Framework Four Major Culture Profiles Internal and External Stakeholders Organizational Community Organizational Culture The Complexities of Change Management Organizational Theory and the Real World Organizational Theory and Change Managers Organizational Theory and Employees Public Organizations and Private Organizations Organizational Transformation Strategies Strategic-Level Transformational Strategy Incremental-Level Transformational Strategy Reactive Transformational Strategy Anticipatory Transformational Strategy Project Management Versus Change Management Change Capacity Summary References Exercises : After the Change Learning Objectives Maintaining the Change Initiative Preparation for the Next Change Initiative Technology as a Business Risk: Technology Changes Impacting an Industry Industry Case Study: Newspaper Industry and Technology Changes Technological Changes – The Internet Competition Strategies Porter’s Analysis Model Competitive Advantages Internal Focus External Criticalities Specific Challenges Facing Newspapers Competitive Recommendations Personal Change Management Summary References Exercises : Final Thoughts Lifelong Learning Advice to Start a Change Initiative The Remainder of the Book References Appendix A Change Management Project Checklist Change Project Considerations Appendix B Scenario Exercise: Physical Security Surveillance System Project Project Scenario Change Initiative Plan – Issues to Consider Justification for the Change Initiative Establishing Leadership, Management, and User Support Establishing a Connection between the Initiative and the Employees Effective Communication Managing Resistance to Change Practical Plans Momentum through Communication Institutionalization of the Initiative Appendix C Scenario Exercise: Business Continuity Program Development Project Project Scenario Change Initiative Plan – Issues to Consider Justification for the Change Initiative Establishing Leadership, Management, and User Support Establishing a Connection between the Initiative and the Employees Effective Communication Managing Resistance to Change Practical Plans Momentum through Communication Institutionalization of the Initiative Appendix D Suggested Further Research and Readings Professional Organizations ASIS International Association of Change Management Professionals Disaster Recovery Institute International Project Management Institute Change Management References