Developed by noted leaders and thought leaders in the world of change management since the last 25 years, Change Management Series offers three core modules geared toward skill development for senior managers tasked with managing large-scale organizational changes and internal instability. These include: Change Research, Change Strategies, and Change Management Models. This book series is designed to provide training for managers who need to learn about these concepts and how to apply them to their own organizations. In my opinion, this book series needs a more comprehensive format that would include a chapter on leadership and its components as well as one or two chapters addressing the organization and business processes that support change.

Change Research. This particular topic deals with the study of organizational culture and motivation. These materials available in Change Management Series deal primarily with understanding organizational behavior. You will be introduced to various case studies dealing with high performance cultures. It then moves on to discussing the cultural components of leadership, communication, conflict resolution, compensation, and team building.

Change Strategies. Change Strategies covers strategic thinking and the development of vision, purpose, and actions for organizational change. The book begins with an introduction to the concept and definition of change, followed by explanations of five different perspectives on what each perspective is, and finally it addresses five basic models of change management training. The final chapter of this book reviews the process of change management training. Change Research. This particular chapter looks at ten areas related to change research including cultural evolution, organizational psychology, personality genetics, situational psychology, organizational structure, organizational neuroscience, cultural systems, and change management theory.

Effective Change Management Training. In the second chapter of this book, we look at five different training models and discuss how they are related to the five mentioned in the previous chapter. The authors also go over how different models relate to the five main areas that were covered previously in the book. The focus of this chapter was to compare and contrast the five models, what each model's strengths and weaknesses are, and finally review some of the key points regarding effective change management training.

Learning Objectives. The third chapter of the book briefly goes over what learning objectives are and what you should do when creating one. These objectives are related to creating a vision and specifying the desired end state for the change process. Next the authors describe the five learning objectives that you can use in your own organization. The five learning objectives include vision, mission, role, responsibilities, and role model.

Creating a Vision. As discussed in the previous chapters, leaders need to have a vision of what their organization will look like in a certain period of time, and they need to specify an end state for the entire change process. In the third chapter, the authors briefly discuss the vision process and the importance of defining the vision and describing it in detail. They then go on to explain how leaders should begin the vision process by describing what they want their organization to look like at the end of the upcoming period of change. Next, they discuss how leaders should specify the vision in writing, giving specific details about the goals, services, and any other specifics that are critical to the vision. After creating the vision and describing the goal for the organization in detail, the authors recommend developing a strategy to make sure that the vision is aligned with the organizational goals.

The Role of Employees. The fourth chapter of the book provides some management training tips on the actual role of employees in a change management process. It starts out with an explanation of how employees actually affect the process, including their attitudes, behaviors, knowledge, skills, and experience. Then the authors go into describing what a business leaders job is to be during the change process, including managing expectations, delegating tasks, communicating with employees, getting information across, preparing for change, and finally performing quality work. The book then provides some practical exercises for business leaders to help them effectively manage change.

Change Management Training Tips. The fifth chapter of the book describes the proper way for managers to evaluate employees during change. The author then gives managers several examples to illustrate how evaluating employees during change can be done effectively. Finally, the author closes the book by describing some best practices for managers to use during their management training programs. The book ends with a recommended guide for business leaders to help them effectively manage change.