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    Responses to Change: Helping People Manage Transition
    Responses to Change: Helping People Manage Transition
    Responses to Change: Helping People Manage Transition
    Ebook44 pages26 minutes

    Responses to Change: Helping People Manage Transition

    By Kerry Bunker

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    About this ebook

    The ongoing state of many organizations is one of change. People who experience major change tend to exhibit one of four patterns of response: entrenched, overwhelmed, poser, or learner. The people in each group need different kinds of help in order to make the transition. This guidebook will help you understand how people, including yourself, are responding to change and what you can do to help them move forward.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateNov 1, 2008
    ISBN9781604917321
    Responses to Change: Helping People Manage Transition

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      Book preview

      Responses to Change - Kerry Bunker

      AN IDEAS INTO ACTION GUIDEBOOK

      Responses to Change

      Helping People Manage Transition

      IDEAS INTO ACTION GUIDEBOOKS

      Aimed at managers and executives who are concerned with their own and others’ development, each guidebook in this series gives specific advice on how to complete a developmental task or solve a leadership problem.

      Copyright © 2008 Center for Creative Leadership.

      All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 442

      ISBN No. 978-1-60491-059-9

      CENTER FOR CREATIVE LEADERSHIP

      WWW.CCL.ORG

      AN IDEAS INTO ACTION GUIDEBOOK

      Responses to Change

      Helping People Manage Transition

      Kerry A. Bunker
      THE IDEAS INTO ACTION GUIDEBOOK SERIES

      This series of guidebooks draws on the practical knowledge that the Center for Creative Leadership (CCL®) has generated, since its inception in 1970, through its research and educational activity conducted in partnership with hundreds of thousands of managers and executives. Much of this knowledge is shared—in a way that is distinct from the typical university department, professional association, or consultancy. CCL is not simply a collection of individual experts, although the individual credentials of its staff are impressive; rather

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