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Change Management: The People Side of Change
This book is a solid, research-based introduction to the discipline of change management, and a primer to catalyze change leadership and competency in managers and executives. Change Management is a practical look at what it means to manage the people side of change, and gives the reader insight into best practices in this area.
148 pages, Paperback
First published January 1, 2003
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560 people want to read
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November 23, 2018
Change Management: The People Side of Change
10.18
This is a solid introduction to change management that focuses, as the title indicate, on the people change is impacting. I found the book to be practical and insightful when thinking about how to manage change. The book provides useful tools to help with your discussions. That said, the book is fairly basic and somewhat repetitive especially considering it’s short length.
Change Management Notes
* I. Change has only truly occurred when individuals in the organization begin working in new ways:
Tenet # 1 : We change for a reason .
Tenet # 2 : Organizational change requires individual change .
Tenet # 3 : Organizational outcomes are the collective result of individual change .
Tenet # 4 : Change management is an enabling framework for managing the people side of change .
Tenet # 5 : We apply change management to realize the benefits and desired outcomes of change .
In rank order , the top reasons employees resist change are : 1 ) Lack of awareness of the need for change , 2 ) Impact on current job role, 3 ) Organization’s past performance with change , 4 ) Lack of visible support from managers and 5 ) Job loss .
Greatest contributors to success
Overwhelmingly, the greatest contributor to project success was effective and strong executive sponsorship.
Effective sponsors:
• Are visible and accessible throughout the entire project
• Engage leaders and managers early and throughout the duration of a project
• Align priorities among organization leaders
• Directly communicate with employees and the project team (including change managers) throughout the duration of the project to build and maintain support for the change
Overall, the top six contributors to successful change projects were:
1. Active and visible executive sponsorship
2. Frequent and open communication about the change
Communication messages included a clear and compelling reason for the change, the objectives of the change and the implications of not changing. Participants emphasized that the need for the change was best delivered by the sponsor or leader of the change.
3. Structured change management approach
Respondents noted that the use of an established, easy-to-apply methodology helped increase user adoption. Respondents also noted that the earlier change management was applied, the more success the project achieved.
4. Dedicated change management resources and funding
Having “change agents” across the organization and within organizational hierarchies ensured that change management was being utilized in multiple, if not all, functional groups across the project. According to study respondents, it was also important to provide the appropriate amount of funding and resources required to execute the change management plans that were developed.
5. Employee engagement and participation
Activities to drive employee engagement included providing two-way communications for employees to solicit feedback; creating awareness among the end users and front-line employees about why the change was occurring and establishing the “what’s in it for me” (WIIFM) messages; and increasing involvement of employees in the decision-making process by soliciting and gathering input.
6. Support from middle management
Having the buy-in and engagement of middle management helped to ensure positive and effective communications to front-line employees. Respondents noted that ensuring that managers had adequate change management skills empowered them to be more effective leaders of change and decreased fear of power loss resulting from the change.
Greatest change management obstacles The top obstacle to change was ineffective change management sponsorship from senior leaders .
Common problems included
• Inactive or invisible sponsors
• Poor alignment between organizational direction and the objectives of the change • Lack of sponsor commitment to change management
• Sponsors with competing priorities or changes in sponsorship
• Sponsors at the wrong level ( not high enough in the organization
• Little or no access to the primary sponsor
• Failure to build a coalition of sponsors
Overall , the top five greatest change management obstacles were :
1 . Ineffective change management sponsorship from senior leaders
2 . Insufficient change management resourcing Participants cited a general lack of resources and funding available to conduct the necessary planning and implementation of change management.
3 . Resistance to change from employees Reasons for resistance included employees lacking understanding of why the change was needed and the “ what’s in it for me ? ” , and employees being unwilling to change due to poorly handled changes in the past.
4 . Middle - management resistance Middle managers were reluctant to support the change personally or lead the change with their staff . This resistance from middle managers resulted in a lack of consistent and accurate communication about the change to their employees.
5 . Poor communication Participants cited a number of reasons that their communications were not effective , including inconsistent messages and communications not addressing the need or reason for the change .
Study participants stated that the most important messages to communicate to impacted employees were : • Business reasons for the change • Why the employees should want to participate • Impact of the change on employees • How the change was happening • Details about the change
10.18
This is a solid introduction to change management that focuses, as the title indicate, on the people change is impacting. I found the book to be practical and insightful when thinking about how to manage change. The book provides useful tools to help with your discussions. That said, the book is fairly basic and somewhat repetitive especially considering it’s short length.
Change Management Notes
* I. Change has only truly occurred when individuals in the organization begin working in new ways:
Tenet # 1 : We change for a reason .
Tenet # 2 : Organizational change requires individual change .
Tenet # 3 : Organizational outcomes are the collective result of individual change .
Tenet # 4 : Change management is an enabling framework for managing the people side of change .
Tenet # 5 : We apply change management to realize the benefits and desired outcomes of change .
In rank order , the top reasons employees resist change are : 1 ) Lack of awareness of the need for change , 2 ) Impact on current job role, 3 ) Organization’s past performance with change , 4 ) Lack of visible support from managers and 5 ) Job loss .
Greatest contributors to success
Overwhelmingly, the greatest contributor to project success was effective and strong executive sponsorship.
Effective sponsors:
• Are visible and accessible throughout the entire project
• Engage leaders and managers early and throughout the duration of a project
• Align priorities among organization leaders
• Directly communicate with employees and the project team (including change managers) throughout the duration of the project to build and maintain support for the change
Overall, the top six contributors to successful change projects were:
1. Active and visible executive sponsorship
2. Frequent and open communication about the change
Communication messages included a clear and compelling reason for the change, the objectives of the change and the implications of not changing. Participants emphasized that the need for the change was best delivered by the sponsor or leader of the change.
3. Structured change management approach
Respondents noted that the use of an established, easy-to-apply methodology helped increase user adoption. Respondents also noted that the earlier change management was applied, the more success the project achieved.
4. Dedicated change management resources and funding
Having “change agents” across the organization and within organizational hierarchies ensured that change management was being utilized in multiple, if not all, functional groups across the project. According to study respondents, it was also important to provide the appropriate amount of funding and resources required to execute the change management plans that were developed.
5. Employee engagement and participation
Activities to drive employee engagement included providing two-way communications for employees to solicit feedback; creating awareness among the end users and front-line employees about why the change was occurring and establishing the “what’s in it for me” (WIIFM) messages; and increasing involvement of employees in the decision-making process by soliciting and gathering input.
6. Support from middle management
Having the buy-in and engagement of middle management helped to ensure positive and effective communications to front-line employees. Respondents noted that ensuring that managers had adequate change management skills empowered them to be more effective leaders of change and decreased fear of power loss resulting from the change.
Greatest change management obstacles The top obstacle to change was ineffective change management sponsorship from senior leaders .
Common problems included
• Inactive or invisible sponsors
• Poor alignment between organizational direction and the objectives of the change • Lack of sponsor commitment to change management
• Sponsors with competing priorities or changes in sponsorship
• Sponsors at the wrong level ( not high enough in the organization
• Little or no access to the primary sponsor
• Failure to build a coalition of sponsors
Overall , the top five greatest change management obstacles were :
1 . Ineffective change management sponsorship from senior leaders
2 . Insufficient change management resourcing Participants cited a general lack of resources and funding available to conduct the necessary planning and implementation of change management.
3 . Resistance to change from employees Reasons for resistance included employees lacking understanding of why the change was needed and the “ what’s in it for me ? ” , and employees being unwilling to change due to poorly handled changes in the past.
4 . Middle - management resistance Middle managers were reluctant to support the change personally or lead the change with their staff . This resistance from middle managers resulted in a lack of consistent and accurate communication about the change to their employees.
5 . Poor communication Participants cited a number of reasons that their communications were not effective , including inconsistent messages and communications not addressing the need or reason for the change .
Study participants stated that the most important messages to communicate to impacted employees were : • Business reasons for the change • Why the employees should want to participate • Impact of the change on employees • How the change was happening • Details about the change
February 23, 2022
This is a quick overview of the ADKAR change management process. It was a straightforward, easy read which does not go into too much detail on this process but provides a solid base understanding.
Want to read
February 27, 2014One of my friend recommended this book. He took a class in his master degree and they studied this book.
June 2, 2016
Very basic but gives a good overview of PROSCI Change management process.
December 5, 2023
Introduction:
In the realm of organizational transformation, "Change Management: The People Side of Change" by Jeffrey M. Hiatt and Timothy J. Creasey stands out as a guiding beacon. This book, which I came across as part of my curriculum in the Executive Leadership Institute for rising presidents through the League of Innovations, offers a nuanced perspective on the dynamics of change. Hiatt, a pioneer in change management, and Creasey, his accomplished co-author, employ the ADKAR model – a framework they advocate throughout the book – to elegantly structure their insights into managing change effectively.
Synopsis:
The essence of the book is its focus on the ADKAR model, an acronym representing Awareness, Desire, Knowledge, Ability, and Reinforcement. This model serves as the book's structural and conceptual core, guiding the reader through the crucial phases of change management. Hiatt and Creasey dissect each element, demonstrating their pivotal roles in the successful adaptation and implementation of organizational changes, emphasizing the critical importance of addressing the human element in these processes.
Strengths:
One of the book's key strengths is its in-depth explanation of the ADKAR model. This framework offers a clear, actionable guide for navigating change, underscoring the vital role of individuals' responses in the change management process. The book's final chapter is particularly impactful, advocating for the development of change competency within organizations – a transformative concept that extends beyond mere management of change to its integration as an essential organizational ethos.
Weaknesses:
Despite its strengths, the book falls short in providing extensive case studies or real-life applications of its principles. This lack of practical examples makes it challenging for readers to visualize the ADKAR model in action. Additionally, the authors' repeated claim of the model's versatility, while valid, occasionally comes across as an avoidance of offering more specific, detailed applications.
Evaluation and Recommendation:
I rate "Change Management: The People Side of Change" 3 out of 5 stars. It's an essential read for leadership teams, especially in higher education, where leaders play a dual role as decision-makers and educators in fostering a culture of change competency. The book's concise and accessible format makes it a quick, engaging read, easily digestible within a few hours. While it could benefit from more applied examples, its robust theoretical foundation makes it a valuable starting point for understanding the fundamentals of change management.
#ChangeManagement #LeadershipDevelopment #HigherEducation #ADKARmodel #OrganizationalChange #ExecutiveLeadership #Innovation #LeadersAsEducators #CultureOfChange #ProfessionalGrowth #TheClarkCommunique
In the realm of organizational transformation, "Change Management: The People Side of Change" by Jeffrey M. Hiatt and Timothy J. Creasey stands out as a guiding beacon. This book, which I came across as part of my curriculum in the Executive Leadership Institute for rising presidents through the League of Innovations, offers a nuanced perspective on the dynamics of change. Hiatt, a pioneer in change management, and Creasey, his accomplished co-author, employ the ADKAR model – a framework they advocate throughout the book – to elegantly structure their insights into managing change effectively.
Synopsis:
The essence of the book is its focus on the ADKAR model, an acronym representing Awareness, Desire, Knowledge, Ability, and Reinforcement. This model serves as the book's structural and conceptual core, guiding the reader through the crucial phases of change management. Hiatt and Creasey dissect each element, demonstrating their pivotal roles in the successful adaptation and implementation of organizational changes, emphasizing the critical importance of addressing the human element in these processes.
Strengths:
One of the book's key strengths is its in-depth explanation of the ADKAR model. This framework offers a clear, actionable guide for navigating change, underscoring the vital role of individuals' responses in the change management process. The book's final chapter is particularly impactful, advocating for the development of change competency within organizations – a transformative concept that extends beyond mere management of change to its integration as an essential organizational ethos.
Weaknesses:
Despite its strengths, the book falls short in providing extensive case studies or real-life applications of its principles. This lack of practical examples makes it challenging for readers to visualize the ADKAR model in action. Additionally, the authors' repeated claim of the model's versatility, while valid, occasionally comes across as an avoidance of offering more specific, detailed applications.
Evaluation and Recommendation:
I rate "Change Management: The People Side of Change" 3 out of 5 stars. It's an essential read for leadership teams, especially in higher education, where leaders play a dual role as decision-makers and educators in fostering a culture of change competency. The book's concise and accessible format makes it a quick, engaging read, easily digestible within a few hours. While it could benefit from more applied examples, its robust theoretical foundation makes it a valuable starting point for understanding the fundamentals of change management.
#ChangeManagement #LeadershipDevelopment #HigherEducation #ADKARmodel #OrganizationalChange #ExecutiveLeadership #Innovation #LeadersAsEducators #CultureOfChange #ProfessionalGrowth #TheClarkCommunique
November 24, 2020
I’ve only recently found this book when I was researching and writing my own book of change stories. Like many others, I bought the book because of the credibility of the authors. I’d met Tim Creasey when he was in Brisbane, Australia 12 months previously and appreciated the way he communicated about the challenge of change and the role of change managers.
When I bought Change management: The people side of change, I knew that it was eight years old and that some of the ideas may have dated. The book is a valuable introduction to change management and change concepts despite its age. It has a slightly academic feel and is ideal for those new to the profession.
The book covers what change management is as a process and describes the difference between individual and organisational change management. There’s a useful analysis of why people resist change touching on lack of awareness of a need for change, personal role impact, lack of visible support from management and the organisation’s previous experience of implementing change.
The authors emphasize that change management is not implemented in a single moment. So tru. Many sponsorship, communication and skills development activities are needed if a complex change project is to be successful. A useful three phase change management process is provided to assist the practitioner understand the scope of the change and the readiness of the organisation impacted by the change.
I rate the book as insightful for those who are unfamiliar with change management. For more experienced practitioners, the book is a helpful overview of introductory concepts. It also lists useful questions to ask when undertaking your initial readiness assessment.
When I bought Change management: The people side of change, I knew that it was eight years old and that some of the ideas may have dated. The book is a valuable introduction to change management and change concepts despite its age. It has a slightly academic feel and is ideal for those new to the profession.
The book covers what change management is as a process and describes the difference between individual and organisational change management. There’s a useful analysis of why people resist change touching on lack of awareness of a need for change, personal role impact, lack of visible support from management and the organisation’s previous experience of implementing change.
The authors emphasize that change management is not implemented in a single moment. So tru. Many sponsorship, communication and skills development activities are needed if a complex change project is to be successful. A useful three phase change management process is provided to assist the practitioner understand the scope of the change and the readiness of the organisation impacted by the change.
I rate the book as insightful for those who are unfamiliar with change management. For more experienced practitioners, the book is a helpful overview of introductory concepts. It also lists useful questions to ask when undertaking your initial readiness assessment.
February 1, 2018
Not every book I read can be fun, I guess. This was a quick but dry overview of basic change management. It follows its own advice and builds your awareness of how change management is vital to business success. Then, it builds your desire to want to get better at it, before giving you some basic knowledge of what that change entails. It builds your ability by introducing you to tools and processes. Then, finally, it covers how to wrap up a project and what it could look like if you reinforce the change each time.
I got a lot out of this book, but it was very basic. I also wished it had more models and tools in the book, but it instead points you toward the website for more resources. I'll keep it around and I bought a follow-up, but more tools in this book would have been great.
I got a lot out of this book, but it was very basic. I also wished it had more models and tools in the book, but it instead points you toward the website for more resources. I'll keep it around and I bought a follow-up, but more tools in this book would have been great.
Read
July 23, 2020As hard as it is to hear, the easy part of change management is the technical part. It’s something that I learned over a decade ago, as we were called in to implement new technology. We found that, though the solutions were technically beautiful, organizations weren’t getting the right value out of the change. That’s where Change Management: The People Side of Change comes in. It’s Prosci’s CEO Jeffrey Hiatt’s guide for managing the people side of change in the organization.
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May 14, 2020
This book was optional reading for a training class I attended at work a few years ago. I never got around to reading it at the time, so I figured I'd read it during the work-from-home COVID-19 situation and get another credit toward my 2020 reading challenge.
It's based on the ADKAR model for change management. It distills what you learn in Prosci's training down to an easily digestable book - certainly good as a refresher if you've taken the training and probably a good introduction to the concepts if you don't have the time/money to attend a formal training class.
It's based on the ADKAR model for change management. It distills what you learn in Prosci's training down to an easily digestable book - certainly good as a refresher if you've taken the training and probably a good introduction to the concepts if you don't have the time/money to attend a formal training class.
August 6, 2024
This book came along with other learning material when I took the Change Management course through my work. It is a great intro into what Change Management is, or a great refresher. I think the course itself is excellent and the workshops are what drive all the information home. This was an easy read, not too dry and it had thought provoking questions, real world example and worksheets to help you through the process.
February 6, 2025
Un petit bouquin qui met bien en valeur ce que le changement représente au niveau individuel. De bonnes explications, quelques exemples adéquats et une bonne dose d'appendices.
Ce qui lui enlève une étoile c'est justement d'être un peu light.
Il a néanmoins le mérite de mettre en avant certains concepts qui sont souvent peu pris en compte dans les entreprises.
Une bonne lecture .
Ce qui lui enlève une étoile c'est justement d'être un peu light.
Il a néanmoins le mérite de mettre en avant certains concepts qui sont souvent peu pris en compte dans les entreprises.
Une bonne lecture .
March 15, 2025
Author seems to have taken toastmasters a little too much to heart. This book tells you what it’s going to say, says it, and then summaries it again. The 150 pages really could be condensed to 30. But it does provide a good summary of the basic tenants of change management. Consider this an intro summary, not a deep dive.
June 2, 2025
This is a good practical guide that covers both organisational change management (how you lead change within an organisation) and individual change management (how you give individuals the resources they need to adjust to an organisational change). It has a good balance of theory and practice and is a quick read.
February 14, 2019
Short & Helpful
I gained insight about change management and I learned basic & powerful tools that help to face the challenges when introducing a change for individuals or companies.
I gained insight about change management and I learned basic & powerful tools that help to face the challenges when introducing a change for individuals or companies.
Read
May 17, 2021Great book that explains how to approach change management within an organization. Most transformations fail to focus on the 'people' aspect and this book is a good reminder of what truly matters with change.. The People.. Highly recommend reading before (or as a part of) your next transformation.
June 19, 2021
A solid intro to the topic. Very repetitive; the main tenets of the book could have been covered in a long article. A good intro to the idea but be warned you can skim the book and take away the same as if you read it in depth.
November 24, 2021
perspective
This has helped with my understanding of Prosi 3 phase model and ADKAR understanding. Given me a greater understanding of the need to managing resistance and having resistance as an important factor when dealing with changes.
This has helped with my understanding of Prosi 3 phase model and ADKAR understanding. Given me a greater understanding of the need to managing resistance and having resistance as an important factor when dealing with changes.
March 27, 2023
A basic introduction to the ADKAR form of change management. It emphasizes that people make change happen, and there is always resistance. The book gives several techniques to aid in effective change management. It is a decent reference.
September 17, 2025
Book itself is a little dry but when combined with Prosci's training course(s), this seems like a really valuable reference resource on change management.
Even though it's short, it took a long time for me to get through and I did a lot of highlighting for future me!
Even though it's short, it took a long time for me to get through and I did a lot of highlighting for future me!
January 13, 2018
Good and simple
ADKAR is a great model, I will definitely use it for driving change in my organization. The book can be a little dry at times and was definitely q. I also
ADKAR is a great model, I will definitely use it for driving change in my organization. The book can be a little dry at times and was definitely q. I also
October 31, 2018
Solid, clear instructions for working with individual to change and in return changing an organization.
June 6, 2019
Provides a good overview of change management concepts, including use of the ADKAR model.
March 2, 2020
Easy to read intro to Change Management. Definitely got me curious and eager to learn more.
April 20, 2020
Very standard but gave me some ideas to help clients through change! Especially love honing in on the individual and the "what's in it for me?"
July 23, 2020
If you need a relatively short, to-the-point primer on change management, this is a great resource.
August 18, 2020
A great desktop resource for any leader; it will be one that I revisit often.
October 6, 2020
An excellent introduction to Change Management, with practical examples on how to implement the principles of the ADKAR framework
December 10, 2020
Super helpful insights to change management!
May 5, 2021
Short and sweet. To the point. Good bits of knowledge and things to take away that I can incorporate into my my professional life.
August 20, 2021
Exceptionally clear and easy to follow.
Displaying 1 - 30 of 43 reviews