The Change Pact: Building Commitment to Ongoing Change - Hardcover

The key to implementing successful change programs lies in the development of the "compact," a renewal of the total relationship between the individual and the organization. Successful change only happens when individuals are able to renew their occupational, economic, social and psychological commitments to the organization in the context of change initiatives. The Change Pact shows you how to create, develop and implement these contracts as part of a program of ongoing commitment to change.

In today's business world change is an absolute necessity, not just to compete with, but to keep ahead of the competition. The Change Pact shows how successful change leaders get their people to commit to ongoing change and shows how commitment can only be sustained with ongoing, not one-off, change management processes.

In Part 1, learn how to offer every employee an economic, social and psychological contract that is individually attractive, and which reflects how their behavior today relates to the current change effort.

Discover how to address the Change Agents, Bystanders, Traditionalists and Resistors within the company.

Part 2 orchestrates the renewal of compacts with a process that builds on the company's change context.

Master the four basic change processes: Top-down Turnaround, Task Force Change, Widespread Participation and Bottom-up Initiatives.

In Part 3, find out how to move towards an employee-driven compact renewal which gives employees a sense that they are taking the initiative for change.

Ensure that the perceived risk of change is lessened by moving the organization towards learning compacts that support ongoing, productive transformation."Paul has captures the essence of successful change implementation—the real change requires the commitment of your entire workforce. Reading this book will convince managers that they must approach their employees in an individual, differentiated way to gain their commitment and ensure their organization's future success. This book should appear on the shelves of academics, strategists and practitioner alike."—WJ Alexander, Chief Executive, Thames Water Plc

Paul Strebel is Professor of Change Management and director of the executive program, Leading Corporate Renewal, to which executives bring live change issues, at IMD, the International Institute for Management Development in Lausanne, Switzerland.

He has directed a variety of in-company programs for IMD's business partners and associates and has worked privately for numerous multinationals, including most recently, Schroders, Nokia, Nestle, Bosch, World Bank and Coopers & Lybrand.

Professor Strebel is the author of Breakpoints: How Managers Exploit Radical Business Change. His publications have appeared in Harvard Business Review, California Management Review, Strategic Management Journal, Handbook of Business Strategy, plus many others, including numerous articles in the business press. He is on the editorial board of several change management journals.

Prior to his current position, he was director of research at Imede, one of the founding institutions of IMD. Professor Streel is Swiss, of South African origin, received his BSc (Hons) from the University of Cape Town, his MBA from Columbia University in New York, and his PhD from Princeton University.