More than focusing on a project’s requirements, change management concentrates on managing the people who will have the most impact on the project and, in turn, will be most affected by the transition. Deborah Singerman on the change management process.
Communities of Practice are common within a range of industries and professional groups, including project management. Elissa Farrow looks at the definition and foundation of a community and their benefits.
People need to be reminded that they have a lot of experience and strengths with change that they forget about when they are in the heat of change. Elissa Farrow shows how to build a change resilience toolkit.
With practical experience in psychology, communications, education, behaviour science, social science or project management, change managers are a versatile lot. Elissa Farrow discusses what makes a good change manager.
Elissa Farrow on how to use William Bridges’ Managing Transition model for change, where people over time become aware of the new situation and the changes that come with that, and work to a new beginning.
Lewin’s 3-step change management model focuses on recognising that organisations need to change from business as usual, take action, and then embed the change. Elissa Farrow discusses some of the issues with using this model.