Change Management for Risk Professionals
- Length: 176 pages
- Edition: 1
- Language: English
- Publisher: CRC Press
- Publication Date: 2021-03-05
- ISBN-10: 0367251590
- ISBN-13: 9780367251598
- Sales Rank: #0 (See Top 100 Books)
Change Management for Risk Professionals addresses a need in the marketplace for risk professionals to learn about change management. Organizations exist within a complex and changing environment. The changes within the organizational context (e.g., societal, technological, and customer preferences) place pressure upon the organization to remain relevant and competitive. Change is not inherently wrong; our perceptions of the change make it negative or positive. A perceived negative change can become a real opportunity for improvement if desired. Systemic degradation and irrelevancy are the results of an organization that fails to acknowledge the reality of change.
The book focuses on the dynamics of change management with an eye toward the risk professional. There is a real need for an uncomplicated resource that helps educate non-change management professionals involved in risk-oriented change initiatives. Examples of risk disciplines are organizational resilience, business continuity, risk management, crisis management, and security management, but any discipline or function within an organization focuses on risk. Any organizational project is an initiative requiring dynamic change management skills.
The author brings his extensive experience to offer risk practitioners advice, industry examples, and best practices to the change management process. Change Management for Risk Professionals will be a welcome addition to enterprise-wide business continuity, crisis management, disaster recovery, security management, and homeland security professionals wanting to learn the secrets to becoming successful in initiating organizational change.
Cover Half Title Title Page Copyright Page Dedication Table of Contents List of Figures Preface Acknowledgements Author Organization of the Book Part 1 Chapter 1: 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 Chapter Exercises Chapter 2: 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 Chapter Exercises Chapter 3: Resistance to Change Learning Objectives Resistance to Change Reasons for Resistance to Change Methods to Overcome Resistance to Change Change Failures Summary References Chapter Exercises Part 2 Chapter 4: 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 Chapter Exercises Chapter 5: 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 Chapter Exercises Part 3 Chapter 6: 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 Chapter Exercises Chapter 7: 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 Index
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