Summary

Increasingly, managers at all levels of the organization are being called upon to serve as "change agents," responsible for developing, implementing, and sustaining HRD initiatives, regardless of whether they have been formally trained to do so. In The Manager as Change Agent, Jerry W. Gilley, together with a team of experts in the field of internal consulting, offers a practical approach to developing the skills necessary for leading change in your organization, including motivating people who are resistant to change, resolving conflict, and building consensus.

Author Biography

Jerry W. Gilley is an associate professor in organizational and human resource development at Iowa State University and was formerly the director of organizational and executive development for William M. Mercer, Inc. He lives in Ames, Iowa. Ann Maycunich Gilley is Vice President of Trilogy Consulting Group, a performance consulting firm, and a faculty member at Colorado State University, where she teaches courses in strategy, strategic management, consulting, and communications. She is co-author of numerous books, including The Performance Challenge, Beyond the Learning Organization and Organizational Learning, Performance, and Change. She lives in Fort Collins, Colorado.

List of Figures	p. xi
Becoming a Change Agent	p. 1
How Can I Make a Difference?	p. 4
Six Critical Question About Becoming a Change Agent	p. 5
Change Agent Blueprint	p. 18
Conclusion	p. 19
Beyond the Smoke and Mirrors
Understanding and Managing Change	p. 23
Types of Change	p. 23
Purpose of Change	p. 24
Organizational Culture and Change	p. 25
Barriers to Change	p. 26
Myths of Organizational Change	p. 28
Managing the Change Process: An Eleven-Step Model	p. 31
Conclusion	p. 43
Maneuvering Through the Change Curve	p. 45
The Change Curve	p. 45
Understanding and Dealing with Resistance	p. 50
Conclusion	p. 57
Beware of Flying Monkeys and Poison Poppies	p. 59
What Are Flying Monkeys, Anyway?	p. 59
Types of Flying Monkeys	p. 61
Flying Monkey Business	p. 70
Flying Monkeys Can Be a Good Thing... Really!	p. 73
Flying Monkey Management	p. 74
The Lure of the Poison Poppies	p. 77
Conclusion	p. 81
Philosophy, Practice, and Responsibilities of a Change Agent
Change Agent's Philosophy: Embracing Employee Development and Motivation	p. 85
Development: Whose Responsibility Is It, Anyway?	p. 85
Acquiring a Developmental Philosophy	p. 87
Adopting a Motivation Philosophy, Principles, and Strategies that Encourage Change	p. 96
Conclusion	p. 104
Creating a Climate for Change	p. 107
Creating a Work Environment Free of Fear	p. 107
Demonstrating Respect	p. 110
Principles for Creating Climates for Change	p. 111
Relationship Skills	p. 114
Communication Skills	p. 119
Outcomes of a Positive Change Climate	p. 122
Conclusion	p. 125
Change Agent's Areas of Expertise	p. 127
Organizational Knowledge	p. 128
Employee Relations	p. 130
Partnership Building	p. 131
Learning Enhancement	p. 135
Performance Management	p. 143
Change Facilitation	p. 151
Conclusion	p. 155
The Change Agent's Responsibilities	p. 157
Demonstrating Organizational Knowledge	p. 158
Improving Organizational Communications	p. 161
Solving Problems	p. 165
Building a Consensus and Commitment for Change	p. 168
Facilitating Learning	p. 170
Conducting Analysis	p. 171
Implementing and Managing Change	p. 174
Enhancing Resilience	p. 176
Improving Organizational Effectiveness: The Outcome of Change	p. 177
Conclusion	p. 178
Integrating Resources, Roles, and Competencies
A Holistic Model for Change Agent Excellence	p. 179
The Core Roles as Spheres of Influence	p. 180
Performing the Core Roles: Required Personal Competencies	p. 182
Holistic Model for Change Agent Excellence; Self-Assessment	p. 182
Business Partner	p. 185
Operating in the First Core Role: Business Partner	p. 186
Stakeholder Relationship Skills	p. 186
System Thinking Skills	p. 188
Organizational Analysis Skills	p. 192
Industry Experience and Technical Skills	p. 197
Project Management Skills	p. 199
Conclusion	p. 206
Servant Leader	p. 209
Operating in the Second Core: Servant Leader	p. 210
Servantship	p. 210
Stewardship	p. 213
Value Accountability	p. 217
Emotional Empathy	p. 224
Humility	p. 225
Conclusion	p. 229
Change Champion	p. 231
Operating in the Third Core Role: Change Champion	p. 232
Change Alignment	p. 232
Conflict Resolution	p. 238
Forthrightness	p. 240
Organizational Subordination	p. 242
Learning Facilitation	p. 244
Conclusion	p. 245
Future Shaper	p. 247
Operating in the Fourth Core: Future Shaper	p. 248
Reflective Learning	p. 251
Comfort with Ambiguity	p. 252
Gained Wisdom	p. 254
Visualization	p. 257
Results Engineering	p. 259
Conclusion	p. 264
References	p. 265
Index	p. 269
About the Author	p. 275
Table of Contents provided by Syndetics. All Rights Reserved.

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