Professor Julie Hodges

Professor Julie Hodges

I am an academic, author and consultant focusing on change in organisations. My particular area of specialism is people-centred change and I have written a number of books on this subject.

Location Durham, England, UK


  • Dear All,
    Congratulations on completing this course. Really appreciate all your responses and comments. All the best with applying the tools and techniques we have discussed.
    If you want to continue to find out more about managing and leading people during organizational change you will find the following books of help:
    Hodges, J. (2016) Managing and...

  • Thanks for sharing @PeterSutherland

  • Dear All,
    Thanks for all your comments. As you mention there are several ways that Anna could have kept people engaged including involvement of stakeholders and the development of an effective communications plan. In my book on 'Employee Engagement for Organizational Change I outline the following key principles to help build and maintain engagement with...

  • @HansGNedden - completely agree that identifying risks needs to be done at the start of a change process, along with the identification of benefits. Both need to be reviewed regularly during the change.

  • Thanks for sharing @JohnTurner you highlight the impact of change being mismanaged. The effects on health and wellbeing can be considerable. What would you do differently based on your experience when managing change?

  • Dear All,
    An impact analysis can also be used to assess, in the following way, implementation issues
    i. Prepare for Impact Analysis. The first step is to gather together a team, with access to the right information sources. Make sure that the intervention proposed is clearly defined, and that everyone involved in the assessment is briefed about what is...

  • Thanks@DavidRansome You highlight the need for concise and clear communications which are also empathetic and ensure the continued engagement of individuals and teams.

  • Thanks to everyone for posting your responses to the various activities this week. Delighted to hear that you are enjoying the course and adding to your skills with the various techniques and frameworks discussed. Here is an article which you may find of interest.

  • Impressive experience @VictoriaFlower I would love to know more about what the role of a 'Change Coach' - what are the key responsibilities of it and would you advise other organisations to have a similar role?

  • Thanks for sharing and for your feedback @LenetteT . Appreciative Inquiry is a great framework to use. How have you applied it in change situations?

  • Sounds like you have great emotional intelligence @LauraSmith

  • Great takeaways @LaraOdetoyinbo

  • Thanks for feedback and for sharing @OlufemiFORTUNE-IDOWU

  • Thanks @LaraOdetoyinbo - completely agree about employees being the most valuable and important assets. What is important is to avoid imposing change on them and whenever feasible engaging them in the need for, and decisions about what needs to change.

  • @VictoriaFlower I have worked in a similar organisation - but also in a great one which I still praise highly.

  • @CaroleAB key is honesty, trust, benevolence, integrity - whatever the situation or crisis.

  • @LauraSmith @AsadN - personal biases (often unconscious) also impact on what we hear and don't hear.

  • Thanks for sharing @LenetteT - shows the impact of different leadership styles.

  • Like your point about communicating about what will not change as well as what will change @JohnTurner We all need to know what will stay the same.

  • Great point about communication @CaroleAB. The key is to ensure communication is sustained throughout a change process - with different channels being used for different audiences. Also keep is building feedback into communication to enable people to voice their views, concerns, hopes and fears.

  • Thanks for raising. What would be your preferred response @DavidRansome ?

  • Thanks @LauraSmith - communication is vital during change particularly dialogue.

  • Thanks for your comments about applying the ZOUD framework. This is an approach which can be used in complex or hard to resolve change issues, especially when there are differences of opinion. ZOUD is about being able to raise difficult issues which are often ignored during change, in a structured way. It is often easier to avoid those difficult conversations...

  • Hi @HansGNedden You raise some valid points - hence a more detailed and refined change transition curve is outlined in 2.7 which is based on several models. How people transition through change is complex and the pace and process varies.

  • Dear All,
    Ethics is a key part of organizational change (but often ignored or glossed over). Key leadership activities to help address ethical issues during change include:
    - Providing a clear rationale for the change
    - Appreciating stakeholders' values and beliefs and how they align to those of the organization
    - Creating space for dialogue so that...

  • Thanks @HansGNedden What might Anna have done differently?

  • Thanks @ArleneEstwick - what might Anna have done differently?

  • Dear All,
    Welcome to week two.
    Thanks for your responses to the scenarios. There are some really good responses which outline the key issues.
    In scenario 1: staff are being involved in some of the key decisions about the change and asked to share their views. Communication has been by email and then face-to-face. There is clarity on the timelines. All...

  • Dear All,
    Congratulations on completing your first week of this course. It is great to read all your comments and feedback about what you are learning. You may find the article below which I posted on my LinkedIn site recently of interest.

  • Thanks for your feedback @MuhammadYusuf. Consider what you might do differently as a result of what you have learnt in week of this course.

  • The way an organization communicates about change and the words and images it chooses to represent transformations is important. What is said about change is one thing but to whom and how it is said is just as important. Central to this is framing and rhetorical crafting. Framing is the management of meaning and connecting messages with the needs and interests...

  • Good point @HansGNedden - stakeholders views and positions will vary over time. Some may leave the change project, some may leave the organisation, and some new stakeholders may join the organisation and the change project. So stakeholder analysis needs to be an activity which is done frequently during a transformation.

  • Thanks everyone for your comments and responses. The majority of you have analysed the stakeholders in the correct way which is outlined below. Now consider how you will use the stakeholder mapping exercise in practice. Remember stakeholder mapping is something that needs to be regularly reviewed throughout an organizational transformation as stakeholders will...

  • Good point @LenetteT - thanks for sharing

  • There are some really good responses here which outline the key stakeholders. Change can only be achieved if stakeholders – those affected by organizational change –- are given a chance to engage with it. When organizations are faced with the prospect and speed of change, they often fail to include relevant people. It is, however, important to ensure...

  • Good point about stakeholders @ZoeMay which we will explore later in this course.

  • Thanks @JillCartledge Like your point about benefits bringing people along on the journey. One way to do this is to involve individuals/teams in identifying how they will translate the benefits into their own personal/team objectives and how these objectives will be measured.

  • Thanks @LaraOdetoyinbo It is also worth doing an impact analysis before a change starts to identify the overall impact of it.

  • Thanks @MatthewForward you outline a comprehensive approach for planned change. I would also add feedback and evaluation as of importance.

  • @HansGNedden - good point benefits are tangible and intangible. From your experience how have you measured the intangible benefits?

  • @JaneHodgson @JohnTurner - the challenge is to identify what will change - what will people be doing differently, saying differently, how will they be behaving differently. Measuring the people element is often about measuring the application of new skills, ways of working, team working and so on. As always the old adage 'what gets measured gets done' is...

  • Thanks @JaneHodgson You raise a really good point about the need for evaluating change. Evaluation is an ongoing process which begins when a change process starts. How are you measuring the 'cultural' stuff you mention?