Change 2.0

"Change before you have to" - the advice by Jack Welch, former CEO of industry giant General Electric, still holds true today. Even more so: organisations permanently have to face change, if they want to succeed economically. No small feat, given the high expectations that employees have in times of transformation towards their management. Staff cannot be entirely left out of the process, anymore. This hard-learned lesson is fairly well understood by now. But how should engagement be designed and carried out? This collection explores the different approaches to employee participation - from a practitoners' perspective. Consultants from Pleon, Europe's leading communications agency, as well as managers and academics share their experience with change communication and offer valuable insights on what engagement - if tackled correctly - can do for organisations: it adds to the internal trust and external reputation. TOC:Foreword - Part I: Incite - It may come as a surprise: Successful change, management is mainly a matter of letting it happen by Paul J. Kohtes -. The human factor in change processes: Success factors from a sociopsychological point of view by Marit Gerkhardt, Dieter Frey and Peter Fischer. - Accelerated change dynamics within the healthcare industry: Just a trend, or is there more to it? by Markus Pickel. - The power of ideas - Reputation management and successful change by Robert Wreschniok. - Change management in alliances by Theresia Theurl and Eric Meyer. - Part II: Insight - Winning people's hearts and minds by Katrin Schwabe. - Use of multipliers in change communication: How credible personal communication can make change effective by Eike Wagner. - Why engagement matters - From command and control to collective learning via social software by Sabine Stecher. - The importance and use of analyses in change management by Rainer Lang and Julia Zangls. - Part III: Inside - The quiet transformation of an ugly duckling: The German Federal Employment