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Advice to Practitioners: A Review of the Popular Press Literature on Planned Change Communication
Unformatted Document Text:  Advice to Practitioners - 22 effort” and says that the important key is to avoid de-motivating people. He suggests that “one primary way to de-motivate people is to ignore the brutal facts of reality” (p. 89). Five books suggest celebrating accomplishments as a way to motivate people during change. Miller (2002) characterizes celebrations as “fuel that sustains change initiatives” (p. 267). Kanter (2002) calls for making everyone a hero by recognizing, rewarding, and celebrating accomplishments. Ackerman Anderson and Anderson (2001) describe a capstone celebration strategy for the achievement of the “desired state” that includes electronic or video addresses, written announcements, parties, awards meetings, rewards, media coverage, and/or time off for key people or groups. Use Informal Networks and Knowledge of Key Stakeholders Several authors dealt with the topic of using informal networks and key stakeholders to carry messages of change. Larkin and Larkin (1994) argue that line supervisors are absolutely necessary to the change process because they are so influential with front line employees. They suggest preparing 3 by 5 laminated briefing cards with key points about the change and providing them to line supervisors to use in answering employees’ questions. Duck (2001) identifies three types of key opinion leaders(cassandras, networkers and influencers) who play different roles in spreading the news about change and effecting reactions to it. Other authors are less specific about who the key stakeholders are, but emphasize that the “right people” ought to be included in presentations and discussions about change (Kotter, 1998; Miller, 2002; Oakley & Krug, 1991). Goss et al. (1998) argue that implementers should assemble a “critical mass of key stakeholders” (p.102). Key stakeholders are those who may hold key resources, are central in opinion networks, are key technologists and can create momentum in the organization. Discussion The purpose of this analysis was essentially to describe the trends in advice available in best- selling popular press books on change. Using that as our guiding question, we wanted to know what

Authors: Lewis, Laurie., Stephens, Keri., Schmisseur, Amy. and Weir, Kathleen.
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Advice to Practitioners - 22
effort” and says that the important key is to avoid de-motivating people. He suggests that “one primary
way to de-motivate people is to ignore the brutal facts of reality” (p. 89).
Five books suggest celebrating accomplishments as a way to motivate people during change.
Miller (2002) characterizes celebrations as “fuel that sustains change initiatives” (p. 267). Kanter (2002)
calls for making everyone a hero by recognizing, rewarding, and celebrating accomplishments.
Ackerman Anderson and Anderson (2001) describe a capstone celebration strategy for the achievement of
the “desired state” that includes electronic or video addresses, written announcements, parties, awards
meetings, rewards, media coverage, and/or time off for key people or groups.
Use Informal Networks and Knowledge of Key Stakeholders
Several authors dealt with the topic of using informal networks and key stakeholders to carry
messages of change. Larkin and Larkin (1994) argue that line supervisors are absolutely necessary to the
change process because they are so influential with front line employees. They suggest preparing 3 by 5
laminated briefing cards with key points about the change and providing them to line supervisors to use in
answering employees’ questions. Duck (2001) identifies three types of key opinion leaders(cassandras,
networkers and influencers) who play different roles in spreading the news about change and effecting
reactions to it.
Other authors are less specific about who the key stakeholders are, but emphasize that the “right
people” ought to be included in presentations and discussions about change (Kotter, 1998; Miller, 2002;
Oakley & Krug, 1991). Goss et al. (1998) argue that implementers should assemble a “critical mass of key
stakeholders” (p.102). Key stakeholders are those who may hold key resources, are central in opinion
networks, are key technologists and can create momentum in the organization.
Discussion
The purpose of this analysis was essentially to describe the trends in advice available in best-
selling popular press books on change. Using that as our guiding question, we wanted to know what


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