ABSTRACT
Many people can engage in or be affected by programmes, from the top stakeholders down to the organization’s most junior employees. In programmes that comprise a number of projects to create something new where nothing previously existed, the people can usually be motivated relatively easily because they will look forward to the day when the results of their efforts are unveiled and they can share in collective pride. Change programmes, intended to alter an existing organization in one way or another, are a different case. Change programmes affect people personally, so the way in which their people are motivated is different and can be difficult, making or breaking ultimate success. So this chapter is principally about motivating (and not demotivating) people in change programmes.
