1 | P a g e

To deal with an evolving environment (mergers, restructuring, technological developments, etc.), companies are forced perpetually questioning; they are propelled in the spiral of change. To make operational transformation, businesses use the conduct of change, which generalizes as managerial practice. But the link between the wishes of change and their implementation is not always easy. The change does not necessarily unanimous because it symbolizes both the progress as the risk of losing an existing known. Therefore one should not forget that, at the heart of the relationship between the Organization and the technology, are the users, those with a capacity to adapt, but also of resistance.

The company is not static; it is a wholly dynamic and evolves with its environment. It also represents a collective whose properties are different from the sum of the individual characteristics. The company is therefore facing tensions such as "static/dynamic", "internal/external" and "individual/collective". The change in any structure (associations, private businesses, institutional organizations) is necessarily on one hand, an individual and on the other hand, collective. The two dimensions must be taken into account when a structure wishes to promote a change. This means, first, to create the envy of this change. This "give envy" is not always for people who rely on and promote this change.

Each has, to avoid the change, its reasons that The Reason is unknown. The sociologist Michel Crozier

In a decade, change management practices have grown considerably. Simple training of the employees to the search for partnerships, approaches to carry out such a project are multiple. But they are all necessary to the success of the change.

The environmental assessment is necessary to understand a change. Then it is important to define the different levels of change: macro, miso or micro level. Then allow a transition form to change.

Every business, organization, or social enterprise is a change based on its values and ethics. For a change to be solid value, they need to work on values in order to accept this change.

First step to take is membership of employee. For this it is necessary to communicate, to inform employees and explain the merits of the change. The change is based on the mobilization of all energies around the same goal: turn the company. Avoid the 'resistance to change'. It is necessary to be listening to each individual, informed by adapting his speech, to bring all stakeholders to support their own development.

This approach favors the storming and collective action. They therefore rely on the mutual influence between people. These behavioural approaches are to be use because they allow a better involvement of stakeholders.

To initiate and implement change in organizations, three major categories levers are identified: communication, training, and support.

2 | P a g e

CommunicationThe communication must take into account the elements of interpretation and listening to each member (Passive - Active - Extended). Change management processes have at their disposal various tools of communication (documentation, posters, pamphlets and platelets, Web sites and forums, conferences and meetings). Their use will depend on the more or less collective nature of the target and desired interactivity. Communication is an essential part at the beginning of a project. Individual communication is naturally conducted among managers.

Once these first adhere to the project, begins a new stage of accession by all of the employees of the company. You must then use a collective communication that requires skills and specific methods.

TrainingTraining is one of the first levers mobilized in change projects that provides stakeholders knowledge and essential skills to the achievement of new tasks will be assigned to them. The formation represents a significant amount in a change management project.

SupportSupport improves to create a relationship that reassures during the change. It declines through three actions: the treatment of the impacts, the coaching and the creation of new management tools.

The treatment of impacts is "collective" support Brainstorm with a business can also be organized to define the impact of change and action to be taken.

Coaching is an individual schooling. Its purpose is to allow for the managers to better understand the mechanisms by which they conduct their action of change.

The creation of new management tools is used to have a different view of a working environment producing a change in representation.

Taking account of the individual motivations of people in collective changes is primordial. Change, is not ordained, it is embodies. Both individually or collectively it is necessary to begin to drive real and visible changes at the top of the hierarchy of the Organization

To be the engine of change, a team must be factual and not just verbally involved in change. Even before making a change, each member of the team needs to know where it will lead the company. In other words: identify the objectives, the goals; quantify objectives, write indicators of success. Also, share your thoughts; put others intelligence with you, it is to say, allow to multiply this power which is offered.

Have the correct communication skills to ask others the correct questions. Also set to adopt leadership: servant, spiritual, transformational, democratic, transactional or charismatic, servant, spiritual, transformational, democratic, transactional or charismatic. Of course this will depend on the strategy they adopt.

3 | P a g e

The "spending" of time in this Division and this sharing within a company, gives you advantage on different plans:

you create a climate of trust, You acknowledge the other and that his contribution is of value, you find out more about ideas in many minds than in a single one, The people you put to contribution feel more like the creators of change Clarity of change allows greater visibility

There then coordinates the team. Conduct change decomposes to a multitude of initiatives to carry out in the different services of the company.

To avoid confusion, by releasing contradictory messages, it is essential to coordinate the different teams that work on the project and to ensure a great transversality in the composition of the working groups.

The communication must be proactive, its rhythm and its escalation under control. Various materials can be used voluntarily redundant, to reach the entire target. At the beginning of the project, broadcast messages should be simple and presented the objectives and challenges of the project. It is also important to know how to manage time. The conduct of change cannot be limited to only project management. It is important to formalize and schedule tasks to monitor their performance and ensure compliance costs and deadlines. The project must be followed in real time using tools such as the 'Gant' diagrams which list all tasks and their implementation dates. Respect for its commitments to decision makers, customers and collaborators, is essential.

But all these operations must be managed by a change agent. A change agent is a person that reassesses the objectives, analysis of working methods in place, updates the tools used, optimizes the involved teams and the distribution of the tasks of each member, promotes computerization and is updated on what's new in events. Its role is to ensure maximum simplicity and efficiency at all levels. Four conditions are necessary to be an agent of change and results:

1. A genuine desire to make changes to improve profits2. Benefit from time to get involved in this project3. Acquire knowledge, research participate in seminars or course4. Be determined to improve the processes; persevere despite the reluctance of some to

change, stimulate employees, and work around obstacles to optimize processes. And especially to respect the objectives.

They are necessary to improve the effectiveness of the methods of work, save time and money in the company, to stand the competition and offer better opportunities.

4 | P a g e

The partnership or collaborations, is also an important part of the process of change. Even if this part is not always implemented in companies. The construction of a partnership can be done between companies (of the same or different sectors but with common interests), but also with social enterprises or charities such as: UNICEF, NGOS... A partnership has many advantages for a change

Confrontation of idea and opinion.Shared skills and knowledgeBeing part of a teamOpportunity to build capacity, Provide essential insightsBest public relations, sponsorship, marketing or communicationSharing risks, responsibilities and the duty to account.Find solutions to complex problems;Make money or share resources;

In the form, the conduct of change is not a project to address the other. In its implementation, it requires even more rigorous than a standard project. Influence, adapt and adjust the change and the people around it, until it becomes a routine and that each actor will be completely in role.

Take an example of real life:

Book-Cycle began in South East England. The founder was “bin raiding” in Canterbury. This is recycling at its best: “one man’s trash is another man’s treasure!”

What he noticed was the sheer amount of good books that were being thrown away. It seemed unfair that the people of one country were discarding their books while the people of another so desperately needed them.

While working in a plant nursery he discovered that not only was a lot of Britain’s second-hand literature going to waste but that many young saplings were being shredded due to a lack of space in nurseries.

What was needed was an outlet for the books and the trees, and somewhere anyone could afford the product, whatever their means.

Thus the stage was set for Book-Cycle. Bookcycle is based on donations. The concept is “free bookshop”. It support on many defined values such as: equality, sharing, freedom, conservation.

5 | P a g e

Objectives of the change:

The Advancement of Education for the Public Benefit To providing books to people who have little access to literature, both in developing countries

and back here in Britain. The Reforestation of Britain The planting of trees, the creation of permaculture and the extension of mutually beneficial

habitats. The Dissemination of Knowledge and Practices of permaculture to promote a greener awareness and give free training in self-sustainability

To lead this change Book cycle is support on:

Partnerchips: with several international organizations such as: SOS Children's Villages - World Wide Surin Village School Charity - U.K & World Wide

These partnerships allow:

Share skills and knowledge Increase capacities A broader horizon Shared ethical commitment Best public relations, sponsorship, marketing or

communication Increase the capacity of political pressure,

influence, or credibility Integrate ideas, activities and goals with other

groups;

Communication: by creating festivals and showing in other such as:

Book-Cycle Triathlon Fundraiser DIY Exhibition 2010 'Open Art' Exhibition

This communication allows making awareness to many people. There is also a website; but Bookcycle does not advertise, as it uses a more passive communication. To know Bookcycle, the use of « word of mouth » is more common

Volunteering: the management of bookcycle, is based on volunteer work. It is a management of ‘self-attribution’ of roles in the book of the cycle.

Learning of the 'leading change', in this module, has allowed a confrontation with the realities of professional life. In this sense, this very 'interactive' approach offers the opportunity to confirm his choice of career and whether 'yes or no' we need the skills to understand and lead a change with one team. This module also allowed us to test our capabilities to adapt and evolve in a group totally hetero clique.

6 | P a g e

With this type of learning we have the opportunity to realize ideas sometimes left in abeyance, to develop new ideas and carry out group projects. This is quite stimulating. It gives us the opportunity to assess our potential of 'leader' and test our skills with possible future employees. We can better appreciate the changes in professional circles and their impact on the requirements in terms of skills. As French foreign, regular group work allowed me to better understand the mode of Anglo-Saxon work. And also I can analyze the approach of 'leading change' by the English. For me, this learning abroad is also a strategic change in my career plan.

This learning has shown me the complexity to make a difference. Indeed the change does not operate so easily. Should be a solid argument, design the goals of this project, convince the people around us, communicate and find support with partnerships… Yet I cannot say whether I am fit to manager a group or a change. Although the language barrier didn’t impede me to give my opinion in the working group, it has nonetheless been a slight obstacle to my participation in the management. As mentioned in the action plan I would like to work in the tourism field.

With the understanding of a 'leading change' I was aware of the difficulty to carry out a change. This is done on the long term. It takes time to analyze all the actors in the tourism, and implement a good action plan sets to achieve its ends.

As such, the conduct of change is not a project to be tackled the same way as other conducts. In its implementation, it requires even more rigorous than a standard project.

The conduct of business change is complex. Indeed, even if the disorders inherent in change are often common for one company to another, responses and the results are different. But this paradox is that the result of the complexity of the business and the men and women that make up.

Lead a mission of change management requires therefore to navigate this complexity so that the representation of the change is appropriate to both initiators and actors of change. Different approaches can be used to carry out a project of conduct of change, but to succeed, they must share certain aspects.Indeed, one of the keys to success lies in the one-way return necessary which must be completed between the theory and practice of actions and observation of behaviors and results.

7 | P a g e

REFERENCES

Caroline VAN LEENDERS, 2011, ‘Ten tips for clever change’, Nieuw Akademia, pp. 5-61.

Bob STILGER, 2005, ‘Enspirited Leadership: Landmarks for Uncertain Times, The Berkana Institute pp. 1-10.

John P. KOTTER, 2007, ‘Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, pp. 96-103.

Jennifer BUTTERY, 2009, ‘Leadership in the Charity Sector: Challenges and opportunities’, The leadershipTrust,.

Global Report under the follow-up to the ILO Declaration on Fundamental Principles and Rights at Work, 2006, ‘The end of child labour: Within reach’, International labour office geneva, pp. 5-65.

Flo Frank et Anne Smith, 2000, ‘GUIDE DU PARTENARIAT’, Manuel de l’animateur connexe

BOOK CYCLE. 2011. ‘From Tree To Book And Back Again’ [online]. [Accessed on 15 February 2012]. Available from: http://www.book-cycle.org/ UNICEF. 2011. ‘Child protection: From violence, abuse and exploitation’ [online]. [Accessed on 9 February 2012]. Available from: http://www.unicef.org/protection/index.html

UNICEF, 2012, ‘partnership’ [online]. [Accessed on 14 March 2012]. Available from: http://www.unicef.org/french/corporate_partners/index_25078.html

David Autissier, Jean-Michel Moutot, 2003, PRATIQUES DE LA CONDUITE DU CHANGEMENT : Comment passer du discours à l’action

Bob Stilger, 2005, Enspirited Leadership: Landmarks for Uncertain Times

Giuseppe Labianca, Barbara Gray, Daniel J. Brass, 2000, ‘A Grounded Model of Organizational Schema Change during Empowerment’, Organization Science, Vol. 11, No. 2, pp. 235-257

Thomas Maak, 2007, ‘Responsible Leadership, Stakeholder Engagement, and the Emergence of Social Capital’, Journal of Business Ethics, Vol. 74, No. 4, Ethics in and of Global Organizations: The EBEN 19th Annual Conference in Vienna pp. 329-343

8 | P a g e