Change Management: Successfully Shaping Change Processes – Mobilizing Employees. Vision, Communication, Participation, Qualification

311 Pages·2022·12.253 MB·English

by  Kerstin Stolzenberg, Krischan Heberle

Kerstin Stolzenberg
Krischan Heberle
Change
Management
Successfully Shaping Change
Processes – Mobilizing Employees.
Vision, Communication, Participation,
Qualification
Change Management
Kerstin Stolzenberg • Krischan Heberle
Change
Management
Successfully Shaping Change Processes – Mobilizing Employees.
Vision, Communication, Participation, Qualification
Kerstin Stolzenberg Krischan Heberle
Cologne, North Rhine-Westphalia, Germany Cologne, North Rhine-Westphalia, Germany
The translation was done with the help of artificial intelligence (machine translation by the service DeepL.
com). A subsequent human revision was done primarily in terms of content.
ISBN 978-3-662-65395-1 ISBN 978-3-662-65396-8 (eBook)
https://doi.org/10.1007/978-3-662-65396-8
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V
Preface to the Fourth Edition
Fourteen years have passed since the first publication, during which we both experi-
enced and initiated various professional changes—affected by mergers, internal reor-
ganizations, or changes of employers or the step into self-employment.
This experience combined with our internal and external change consultant per-
spective allows us to take a variety of angles on change consulting and incorporate
them to our 4th edition.
We experience companies that continue to face their challenges in a largely classi-
cally hierarchically organized manner while also undergoing radical change. The
triggers are often the increasing complexity and the associated need to react faster
and more flexibly to changes than before. Particularly, the impact of digitalization,
which is making companies rethink their business models and raising questions
about the future of current job descriptions and the fundamental form of collabora-
tion (virtual or on-site), is immensely significant—not least in light of the impact of
the Corona pandemic. And, of course, inspiring concepts that redefine the previously
lived roles of employees and managers in organizations are setting fundamental cul-
tural change processes in motion. Provided by Scrum, self-organization, personal
responsibility, and feedback are brought into focus, and the role of managers is radi-
cally questioned. The shortage of skilled workers calls for working models that
enable people to work regardless of location and time of day, or that are geared
towards the integration of immigrants and lateral entrants.
Regardless of which change is currently occupying you, in our view it remains
relevant for a successful future to share a joint objective, to remain in exchange, to
participate in changes, and to constantly develop further. We hope that with the fol-
lowing tools we can provide you with helpful tips and impulses to accompany your
current change processes. Throughout your read, please bear in mind that the tools
presented are largely described as face-to-face formats. The Corona pandemic has
shown that these can be incorporated into the virtual space with just a few minor
changes.
Our noteworthy acknowledgements go to the people with whom we particularly
enjoy shaping change processes and developing ideas together:
Viktoria Edelmeier, Maike Hinkel, Annette Hugger, Philipp Kersting, Christo-
pher Lohmann, Marie-Louise Matthiesen, Jennifer Pelzer, Patrick Prüss, Merle
Runge, Anja Schneider, Markus Troche as well as to Mai Ly Nguyen who has helped
tremendously with the translation into English.
Kerstin Stolzenberg
Krischan Heberle
Cologne, North Rhine-Westphalia, Germany
February 2021
Preface to the Third Edition
We are pleased that our book continues to meet with lively interest and that change
management remains an ever-topical subject. Change has become an innate charac-
teristic of daily working life. In our experience, this does not yet apply comprehen-
sively to the professional management of change. Especially when time and money
are scarce resources—and where are they not?—activities for communication,
involvement, and qualification are reduced to a minimum, which is why changes
often do not achieve their objectives. We are convinced that people think and act too
short-term/temporary here.
Nevertheless, the requirement to conduct change management efficiently and with
an appropriate cost-benefit ratio is justified. It is, therefore, no coincidence that we
have also considered the factors of cost and effort in the newly presented methods.
For example, we will show you how the costs of an employee meeting can be drasti-
cally reduced with the help of a telephone conference, in which even large workforces
at several locations can be informed simultaneously.
With new instruments come new acknowledgments—this time specifically to our
colleagues Sidonia Kamp and Melanie Staudt, Florence Tartary, and Dr. Hubert
Becker.
Kerstin Stolzenberg
Krischan Heberle
Cologne, North Rhine-Westphalia, Germany
April 2012
VII
Preface to the Second Edition
Above all, it should be a useful book on change management. A book for the person-
nel developer, the consultant, and the managers who plan, implement, or accompany
changes in organizations in their daily work. This was our primary concern when we
thought about the content and structure of the book. We are happy to interpret the
publication of the second edition as a sign that we have succeeded in doing so from
the point of view of our readers. We are certainly elated about the positive feedback.
In preparation for the second edition, we thought about how we could improve on
the first edition. We see change management as a craft that is about tailoring change
processes, we aim to provide you with our ideas in a way that you can easily adapt
them for your purposes. Hence, we came up with the idea of providing you with our
flowcharts and overviews of workshops and events. If you like, you can now access
the schedules on the internet, adapt them, and print them out. We hope to provide
you with an additional benefit and the opportunity to work practically with this
book.
We wish you continued success with your change processes.
Kerstin Stolzenberg
Krischan Heberle
Cologne, North Rhine-Westphalia, Germany
January 2009
Preface to the First Edition
After several years of working as consultants for change projects, it became clear to
us in retrospect that we were missing something at the beginning of our work—a
practical, clear guide on how to accompany change projects in a meaningful way. In
other words, a practical handbook that shows how change management can be
implemented in concrete terms, that dismantles tried-and-tested tools, gives tips, and
invites people to copy, transform, change but also consciously encourages to discard.
A reference book that enriches your ideas and approaches and would be helpful for
change managers and executives alike. A book like you are holding in your hands
right now.
We hope that Change Management—Successfully Shaping Change Processes –
Mobilizing Employees. Vision, Communication, Participation, Qualification is appli-
cable for you at the right time and that you will benefit from our ideas and experience.
We would like to take this opportunity to thank all those who have given us special
support over the past few years, from whom we have learned, with whom we have
exchanged ideas, and who have made this publication possible:
5 First of all, there are our customers who have given the topic of change manage-
ment a special place in their decisions but also their daily work; they have been
open to experimentation and have tried out new things together with our time
and again.
5 We would like to thank our colleagues Claus-Dieter Hagen, Dr. Alexandra Hey,
Barbara Kahlert, Katrin Oeljeklaus, and Dr. Susanne Seelbach, with whom we
developed concepts and from whose ideas we benefited.
5 Our very special thanks go to the three people who have shaped us in our work,
inspired us, and have been role models and coaches for us. Their handwriting can
also be found in this book:
– Dr. Helmut Kolmerer,
– Dirk Bohnsack, Synnecta,
– Uli Müller-Wolf, Hamburg Team.
5 Last but not least, we would like to thank Ilona and Wilfried Stolzenberg, who
provided intensive linguistic support, as well as Antje Jülicher and Torsten Mül-
ler, without whose understanding and support this book would certainly not have
come to life.
Kerstin Stolzenberg
Krischan Heberle
Cologne, North Rhine-Westphalia, Germany
Spring 2006
IX
Contents
1 Planning and Implementation of Change Management .................................... 1
1.1 What Types of Change Are There in Organizations? ............................................................... 2
1.2 What Is Meant by the Professional Side of a Change? ............................................................ 4
1.3 What Is Meant by the Emotional Side of a Change? ................................................................ 5
1.4 When Is It Useful and Necessary to Initiate Change Management? .................................. 6
1.5 What Is Meant by Change Management? ................................................................................... 7
1.6 How Can Change Management Be Planned? ............................................................................ 8
1.7 How Is the Book Structured? ........................................................................................................... 12
2 V ision Development .................................................................................................................... 15
2.1 Necessity of a Vision in the Change Process .............................................................................. 16
2.2 Introduction and Overview ............................................................................................................. 18
2.3 Vision Development Workshop ...................................................................................................... 19
2.3.1 D efinition and Outcome of a Vision Development Workshop ................................................... 19
2.3.2 D escription of the Vision Development Workshop ........................................................................ 20
References...................................................................................................................................................... 31
3 V ision Communication .............................................................................................................. 33
3.1 The Need to Communicate the Vision in the Change Process ............................................. 34
3.2 Introduction and Overview ............................................................................................................. 35
3.3 Vision Kick-Off for Managers ........................................................................................................... 36
3.3.1 D efinition and Outcome of the Vision Kick-Off for Managers..................................................... 37
3.3.2 W hat Is the Outcome of the Vision Kick-Off for Managers? ......................................................... 37
3.3.3 D escription of the Vision Kick-Off for Managers .............................................................................. 37
3.4 Vision Information Event for Employees ..................................................................................... 44
3.4.1 D efinition and Outcome of a Vision Information Event for Employees ................................... 44
3.4.2 D escription of the Vision Information Event for Employees ........................................................ 45
3.4.3 T ips for the Vision Information Session ............................................................................................... 45
3.5 Vision Dialog Kick-Off in the Organizational Units .................................................................. 48
3.5.1 D efinition and Outcome of the Vision Dialog Kick-Off .................................................................. 48
3.5.2 D escription of the Vision Dialog Kick-Off ........................................................................................... 49
3.6 Continuous Vision Dialogs ............................................................................................................... 50
3.6.1 D efinition and Outcome of the Continuous Vision Dialogs......................................................... 50
3.6.2 D escription of the Continuous Vision Dialogs .................................................................................. 51
3.7 Vision Manual for Managers and Employees ............................................................................. 58
3.7.1 D efinition and Outcome of a Vision Manual ..................................................................................... 58
3.7.2 D escription of the Vision Manual .......................................................................................................... 58
3.8 Team Meetings ..................................................................................................................................... 59
References...................................................................................................................................................... 59
4 V ision Implementation .............................................................................................................. 61
4.1 Necessity of Implementing the Vision in the Change Process ............................................. 62
4.2 Introduction and Overview ............................................................................................................. 63
4.3 Change Map .......................................................................................................................................... 64
X Contents
4.3.1 D efinition and Outcome of a Change Map ........................................................................................ 64
4.3.2 D escription of a Change Map ................................................................................................................. 64
4.3.3 T ips for Developing a Change Map ...................................................................................................... 68
4.4 Goal Setting........................................................................................................................................... 68
4.4.1 D efinition and Outcome of a Goal Setting Process ........................................................................ 69
4.4.2 D escription of the Goal Setting Process ............................................................................................. 69
4.5 Alignment of Values and Management Tools ............................................................................ 74
4.5.1 D efinition and Outcome of the Alignment of Values and Management Tools ..................... 75
4.5.2 D escription of the Alignment of Values and Management Tools .............................................. 75
4.5.3 T ips for Aligning Values and Management Tools ............................................................................. 78
4.6 Vision Review ........................................................................................................................................ 78
4.6.1 D efinition and Outcome of a Vision Review ...................................................................................... 79
4.6.2 D escription of a Vision Review ............................................................................................................... 79
4.7 Vision Coffee ......................................................................................................................................... 82
4.7.1 D efinition and Outcome of a Vision Coffee ....................................................................................... 83
4.7.2 D escription of a Vision Coffee ................................................................................................................. 83
References...................................................................................................................................................... 88
5 C ommunication .............................................................................................................................. 89
5.1 Necessity of Communication in the Change Process .............................................................. 90
5.2 The Communication Process in Detail ......................................................................................... 94
5.3 Planning of a Communication Concept ....................................................................................... 94
5.3.1 C ommunication Plan ................................................................................................................................. 99
5.3.2 W orkshop on the Preparation of a Communication Plan ............................................................. 104
5.3.3 Interviews for the Preparation of a Communication Plan ............................................................ 109
5.4 Implementation of Communication Measures ......................................................................... 110
5.4.1 I nfo Market .................................................................................................................................................... 111
5.4.2 T eam Meeting ............................................................................................................................................... 121
5.4.3 C ommunication in the Leadership Cascade...................................................................................... 126
5.4.4 N ewsletter ...................................................................................................................................................... 130
5.4.5 I nteractive Bulletin Board ......................................................................................................................... 133
5.4.6 H omepage in the Company Intranet ................................................................................................... 135
5.4.7 B rown Bag Session ...................................................................................................................................... 139
5.4.8 T elephone Conference for a Large Audience .................................................................................... 142
5.4.9 L earning Lab ................................................................................................................................................. 144
References...................................................................................................................................................... 148
6 P articipation ..................................................................................................................................... 149
6.1 Necessity of Participation in the Change Process .................................................................... 152
6.2 Contents of the Chapter: An Initial Overview of the Participation Process ..................... 154
6.2.1 D efine Criteria for the Selection of Participation Measures ......................................................... 154
6.2.2 A nnounce Participation Measures and Prepare the Selection of Participants ..................... 154
6.2.3 I mplementing Participation Measures ................................................................................................ 155
6.2.4 I nforming About Results........................................................................................................................... 155
6.3 Define Criteria for the Selection of Participation Measures ................................................. 155
6.3.1 I ntroduction and Overview ..................................................................................................................... 155
6.3.2 D istinguishing Features of Participation Measures ........................................................................ 156