387 Posts Found

Prosci’s Change Management Maturity Model is based on benchmarking research and interactions with companies going through change. The maturity model has five levels or stages, from no change management to organizational competency. This paper gives detailed explanation of each level as well as the action steps your organization can take to move to the next level of the model.

Content: Article | Source: Prosci | Subject: Change Management

Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everybody gets busy on the proof.

Content: Quotation | Author: John Kenneth Galbraith | Source: Leadership Advantage | Subjects: Change Management, Organizational Behavior, Personality / Behavior

All real change involves major uncertainty, and we cannot deny the questioning time to others simply because we have already answered the questions for ourselves.

Content: Quotation | Author: Bernice McCarthy | Source: Leadership Advantage | Subject: Change Management

Understanding human systems requires looking from many angles. Based on his 50 years of research into organizational dynamics, the author describes some useful approaches.

Content: Article | Author: Edgar H. Schein | Source: European Business Forum (EBF) | Subjects: Change Management, Management, Organizational Behavior

Whenever change is on the agenda, the power of relationships trumps the power of position.

Content: Quotation | Author: Karen Stephenson | Source: strategy+business | Subjects: Change Management, Power / Authority

When functional operations are impeding client interaction, it’s time for a change. “Codan 2000” was one such changing project launched by a Danish rubber company. INSEAD Professor Paul Evans and Michael Wulff Pederson check Codan 2000’s performance and its self-managed teams after two years, providing insight into the human side of Operations Management.

Content: Case Study | Authors: Michael Wulff Pedersen, Paul A. L. Evans | Source: INSEAD | Subjects: Change Management, Organizational Behavior | Company: Codan Gummi A/S

People need something familiar to relate to in order to gain a sense of comfort with the new, the strange. Creative ideas take the facts, feelings and everyday fictions we all share and find new ways to connect them. By making the new and strange seem familiar, you not only establish an opening for your audience to interpret your idea, you create a backdrop against … [ Read more ]

Content: Quotation | Authors: Alan Parr, Karen Ansbaugh | Source: ChangeThis | Subjects: Change Management, Communication, Storytelling

In describing something new, something beyond most people’s vision, you need to create a mental map for them to follow you and your idea to its successful conclusion. The art of making a mental map is to hook your audience with what they know and then explain what they don’t know. Start with a construct that everyone is familiar with and add to it.

So … [ Read more ]

Content: Quotation | Authors: Alan Parr, Karen Ansbaugh | Source: ChangeThis | Subjects: Change Management, Communication, Storytelling

Change must be distinguished from “new learning” in that it implies some unlearning that is intrinsically difficult and often painful. Motivation to change does not arise until the change target feels secure enough to accept the disconfirming data. The change target feels “psychologically safe” if he or she can accept a new attitude or value without complete loss of self.

Once the individual feels safe, he … [ Read more ]

Content: Quotation | Author: Edgar H. Schein | Source: European Business Forum (EBF) | Subjects: Change Management, Organizational Behavior

You do not really understand an organization until you try to change it.

Content: Quotation | Author: Kurt Lewin | Source: European Business Forum (EBF) | Subjects: Change Management, Organizational Behavior

Whenever a new idea might affect resources, power, control or turf, politics will be part of the problem at the implementation stage. You need to prepare an idea-selling campaign, not just a presentation.

Content: Quotation | Source: Knowledge@Wharton | Subjects: Change Management, Persuasion

Change rarely unfolds in a straight line. The most important developments typically follow the S-curve shape of a power law: Change starts slowly and incrementally, putters along quietly, and then suddenly explodes, eventually tapering off and even dropping back down.

Content: Quotation | Sources: Harvard Business Review, Six Rules for Effective Forecasting | Subject: Change Management

In this complementary volume to In Search of Excellence, which Waterman coauthored, his emphasis is on change in business; the message is: renew or go under. He outlines eight themes. The concepts are these: good companies set direction, not detailed strategy; they treat all employees as sources of creative input; they have a high regard for facts; they anticipate crises and are ready to break … [ Read more ]

Content: Book | Author: Robert Waterman | Subjects: Change Management, Management

Leaders face unprecedented challenges when embarking on large-scale transformation, whether it’s entering new markets or recovering from industry turmoil. Here are 10 tried-and-true tactics and common sense practices from authors with decades of experience helping companies implement organizational change.

Content: Article | Authors: Gary L. Neilson, Jack McGrath | Source: strategy+business | Subject: Change Management

Without a supporting infrastructure to guide, monitor, and measure skills, behavior, leadership, and collaboration, cultural change is nearly certain to fail, because it is not tethered to business goals.

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Change Management, Organizational Behavior

In this companion volume to Beyond Change Management, the authors provide you with specific how-to guidance for putting their breakthrough change theory into practice, offering detailed tools, techniques, and step-by-step processes. The book provides the most comprehensive guidance available today for building transformational change strategy and designing and implementing successful transformation. The authors give you an extensive thinking discipline that helps you tailor the most … [ Read more ]

Content: Book | Authors: Dean Anderson, Linda Ackerman Anderson | Subjects: Change Management, Organizational Behavior

Organizations undertaking change initiatives must engage employees. Paying the person instead of the job and using variable pay and stock are perhaps the most powerful changes an organization can make in moving its reward system toward one that supports performance and change. These authors describe the reward systems and motivational tools that will move employees to support the organization’s change initiatives.

Content: Article | Authors: Christopher G. Worley, Edward E. Lawler III | Source: Ivey Business Journal | Subjects: Change Management, Human Resources

Former Intel chief Andy Grove has said that his firm’s strategy process evolved in alternating cycles of chaos and singleminded focus – sometimes adapting, sometimes closing. Companies that do nothing but change – constantly reorganizing, always envisioning some new strategy or other, bringing in yet another team of change consultants – never reach closure, and so are no better off than companies that never change. … [ Read more ]

Content: Quotation | Source: Rotman Magazine | Subjects: Change Management, Organizational Behavior

As a 20-year veteran of change in corporate America, Peter Garber draws on his extensive experience as a human resource professional and international consultant to help managers and leaders anticipate and plan for the inevitable waves of change in their organizations.

10 Natural Forces for Business Success offers a wealth of new discoveries about how to build operational and personnel systems around the 10 natural forces … [ Read more ]

Content: Book | Author: Peter Garber | Subjects: Change Management, Organizational Behavior

Many companies wait too long to attempt transformations, doing so only when the signs of trouble have become obvious. But that’s almost inevitably too late. High performers, by contrast, change before they must, knowing that the best way to transform is from a position of strength.

Content: Article | Authors: Paul F. Nunes, Tim Breene, Walter E. Shill | Source: Outlook Journal (Accenture) | Subjects: Change Management, Management