Textbook in PDF format

The Effective Change Manager' is designed for change management practitioners, employers, authors, academics and anyone with an interest in the evolving professional discipline of change management. The first edition, 'The Change Management Body of Knowledge (CMBoK(c))', drew on the experience of more than six hundred change management professionals in thirty countries. This second edition has grown that base to over 900 contributors and reviewers. 'The Effective Change Manager' describes the underpinning knowledge areas that change managers must know and understand to be effective in their change practice.
It also describes the evolution of the change management practice as it starts to mature. The Change Management Institute operates as a global leader in strengthening, connecting and advancing the change management profession. It is committed to assisting members in developing Capability, Credibility and Connections in their pursuit of professional excellence. The Change Management Institute is an independent professional organization that is uniquely positioned to promote and advance the interests of Change Management.
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The overarching theories behind change
Knowledge Component 1.1: Why change management matters
Knowledge Component 1.2: Change and the individual
Change and the organization
Knowledge Component 1.4: Key roles in organizational change
Knowledge Component 1.5: Organizational culture and change
Emergent change
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Background
Knowledge Components
Defining ‘change’ in practice
Aligning change with strategy
Knowledge Component 2.2: Drivers of change
Knowledge Component 2.3: Change definition
Knowledge Component 2.4: Developing vision
Knowledge Component 2.5: Scenario design and testing
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Ensuring change delivers value
Benefits management principles and processes
Benefits identification, mapping and analysis
Planning benefits realization
Supporting benefits realization
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How to identify and engage stakeholders
Identifying and segmenting stakeholders
Knowledge Component 4.2: Stakeholder mapping and strategy
Managing relationships and mobilizing stakeholders
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Background
Knowledge Components
Communication and engagement in practice
Knowledge Component 5.1: Theory of effective communicating
Communicating change
Communication channels
Planning communications
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Assessing change impact and progress
Knowledge Component 6.1: Assessing the impact of change
Assessing and managing the risks of change
Business continuity and contingency during change
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Preparing for change
Building individual motivation to change
Building organizational readiness to change
Knowledge Component 7.3: Planning for resistance
Knowledge Component 7.4: Measuring change effectiveness
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Background
Knowledge Components
Project Management in practice
Change within project governance structures
Knowledge Component 8.2: Establishing a project
Change planning and scheduling
Executing change within a project environment
Knowledge Component 8.5: Transitioning to the business
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Training and supporting change
Learning Theory and Skills Development
Identifying and meeting learning needs
Knowledge Component 9.3: Behavioural Change and coaching
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Facilitating group events through a change
The role of the facilitator
Knowledge Component 10.2: Preparing a group process
Knowledge Component 10.3: Facilitating a group process
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Background
Knowledge Components
Sustaining systems in practice
Organization development levers
Knowledge Component 11.2: Leadership levers
Reinforcement systems
Knowledge Component 11.4: Achieving critical mass
Embedding change
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Developing personal effectiveness
Knowledge Component 12.1: Leadership principles
Knowledge Component 12.2: Building team effectiveness
Knowledge Component 12.3: Emotional intelligence
Knowledge Component 12.4: Effective Influence
Knowledge Component 12.5: Negotiation
Conflict Management
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Critical elements of awareness for professional Change Managers
The Change Manager and Human Resources
Safety, health and environment issues in change
Process optimization in organizations
Financial management for change managers