Includes bibliographical references and index.

Machine generated contents note: Foreword -- 01 Introduction and context -- Introduction -- The beginning -- Not as successful as planned = failure! -- The alternative to failure -- Positive change -- Context -- The elevator pitch for engagement -- Change: what does it mean? -- The four key capabilities -- Structure -- Notes02 Leadership -- Introduction -- What do we mean by leadership and leaders? -- Leaders -- Assumptions and conclusions on leadership -- Tools techniques and models -- Conclusions and reflective questions -- Notes03 Exploration -- Introduction -- Learning to explore -- Exploration: why you should do it -- Exploration: the process -- Internal and external factors: possibilities and penalties -- Exploration, engagement and people -- Exploration: the underpinning psychological principles -- Tools, techniques and models -- Conclusions and reflective questions -- Notes04 Envisioning -- Introduction -- Do we need a vision or envisioning? -- Practitioner priorities -- Stress testing assumptions and ideas -- Strategic aims: more for less or different and divergent -- The envisioning process -- Sense making: what business are we in? -- Visualization, where we are now and where we want to be -- Strategic planning -- Envisioning - the outputs -- Tools, techniques and models -- Conclusions and reflective questions -- Notes05 Engagement -- Introduction -- Leadership congruence -- Power, conflict and influence -- Stakeholders -- Purpose and pain -- Resistance - who's responsible? -- Tensions, transparency and trust -- Engagement: the fundamentals and why you should do it -- Engagement: the process -- Engagement: the underpinning psychological principles -- Tools, techniques and models -- Conclusions and reflective questions -- Notes06 Execution -- Introduction -- Failure to deliver change -- Resources -- Engagement and relationships -- Building the team and developing a change capability -- First steps -- Perspectives, problems and decisions -- Behaviour, culture and symbols -- Transition, change and 'business as usual' -- Reflection and learning -- Portfolio, programme and project management -- Collaboration and technology -- The underpinning psychological principles (motivation, measures and monitoring) -- Tools, techniques and models -- Conclusions and reflective questions -- Notes07 Conclusions and reflections -- Bibliography and suggested further reading -- Index.

"Going behind-the-scenes of change management, Wilcox and Jenkins explains the psychology behind managing resistance, getting employee support, and transforming mindsets, providing managers, consultants, and practitioners a link between theory and practice. Engaging Change addresses current challenges including how to understand the environmental context driving the need for change, how to initiate and sustain momentum throughout the change program, how to institutionalize structural and behavioral change, and how to create a compelling vision using social psychology. It also explains different theories of motivation and applies them directly to the change process and examine the major factors behind an organization's failure to execute change, along with ways to mitigate those factors. Illustrated throughout with case studies from Nestle, Sony, Microsoft, and other companies, this book gives change managers the confidence and knowledge to assess the elements affecting an organization's "change readiness" and to effectively manage them throughout the change life cycle. "-- Provided by publisher.

"Any significant organizational level change initiative is dependent on the engagement of the people working in that organization. Without engagement, change will falter and ultimately fail. Engaging Change goes behind the scenes of change management to help managers, consultants and practitioners understand why some things work and why others don't. Engaging Change addresses current challenges such as how to understand the environmental context driving the need for change; how to initiate and sustain momentum throughout the change programme; how to institutionalize structural and behavioural change; and how to create compelling visions. With case studies from Sony, Nestlé, Redcats (who own La Redoute, for example) and the British Army, the text provides practice-based insights into the realities of leading sustainable change"-- Provided by publisher.