1;Contents;5 2;Foreword;11 2.1;It's all about the people;12 2.2;Acknowledgements;14 3;Incite;16 3.1;It may come as a surprise: Successful change management is mainly a matter of letting it happen;17 3.1.1;Accept change as a constant state;18 3.1.2;Dismantle obstacles;18 3.1.3;Get the current flowing again;19 3.1.4;Find your identity and change it constantly;21 3.1.5;Less method, more personality;22 3.1.6;Outlook;24 3.1.7;References;24 3.2;The human factor in change processes: Success factors from a socio- psychological point of view;25 3.2.1;Implementation strategies: Top-down or bottom-up?;25 3.2.2;Attitude patterns of the affected staff;27 3.2.3;Causes and forms of resistance;27 3.2.4;Twelve success factors in change processes;32 3.2.5;Conclusion;36 3.2.6;References;37 3.3;Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it?;41 3.3.1;High level of change dynamics within the healthcare industry;42 3.3.2;Why are change programmes more in demand today than ever before?;43 3.3.3;Portfolio - Process - People: The trinity of speed in change;44 3.3.4;A digression concerning the real power of corporate culture;47 3.3.5;Corporate communications as the mediator of change;48 3.3.6;Change communication as a key success factor for change;53 3.3.7;Summary: Speed as a basis for change;55 3.4;The power of ideas - Reputation management and successful change;57 3.4.1;Reputation, an acquirable good;59 3.4.2;Reputation management in change processes: Laws and regulations;60 3.4.3;An example from the financial sector;61 3.4.4;Conclusion;66 3.4.5;References;67 3.5;Change management in alliances;69 3.5.1;Building and managing alliances;70 3.5.2;The benchmark case: Continuous change;73 3.5.3;Change management in alliances - Considering the specifics;74 3.5.4;Conclusion;77 4;Insight;79 4.1;Winning people's hearts and minds;81 4.1.1;The power of dialogue;81 4.1.2;Tools for successful dialogue;82 4.1.3;Engagement throughout;86 4.1.4;Impact of change communication;86 4.1.5;Start talking;87 4.2;Use of multipliers in change communication: How credible personal communication can make change effective;89 4.2.1;What is the multiplier approach and what is it not?;90 4.2.2;Where does it apply in practice?;90 4.2.3;What is the role of multipliers?;91 4.2.4;How much time do multipliers need?;92 4.2.5;How to choose multipliers?;92 4.2.6;How to prepare multipliers?;94 4.2.7;How to integrate multipliers into communication activities?;97 4.2.8;How to measure the success of the multiplier approach?;99 4.2.9;Benefits;99 4.2.10;Lessons learned;100 4.3;Why engagement matters - From command and control to collective learning via social software;101 4.3.1;Engagement in change processes;102 4.3.2;Social software as an engagement tool in change processes;106 4.3.3;Conclusion;113 4.3.4;References;114 4.4;The importance and use of analyses in change management;117 4.4.1;Change controlling;118 4.4.2;Demands on the execution of change controlling;120 4.4.3;Staff and change controlling;121 4.4.4;Areas of application for change controlling;122 4.4.5;Evaluation at staff level;123 4.4.6;Quantitative and qualitative methods;124 4.4.7;Feedback systems;125 4.4.8;Improving the prospects of success in change - 'Change Explorer';127 4.4.9;Outlook;128 5;Inside;131 5.1;The quiet transformation of an ugly duckling: The German Federal Employment Agency's gradual transition - From a bottomless pit for taxpayers' money to an efficient service provider;133 5.2;How to develop a strategic business unit within a historical and sound structure: The formation of Radeberger Group;141 5.2.1;A brief look back;142 5.2.2;Paradigms as the solid foundation of all business decisions;142 5.2.3;Radeberger Group as a new strategic business unit;142 5.2.4;Change in progress;144 5.2.5;The human factor: Involvement by communication;147 5.2.6;Conclusion;149 5.3;Managing complex change: Challenges at the National Health Service Greater Glasgow and Clyde;151 5.3.1;The co