383 Posts Found

In business, in government, in diplomatic affairs, anywhere that you are confronted with a need for change, you have to ask: Is it effective to make large, radical changes? Or is it more advisable to merely “muddle through”?

Content: Article | Author: Jonathan Bendor | Source: Stanford University | Subjects: Change Management, Risk Management

AI identifies an organization’s successful qualities, and then connects visions, plans, and structures to this positive foundation to heighten energy and inspire action for change. Appreciative Inquiry Handbook explains in-depth what AI is and how it works, and includes stories of AI interventions and classic articles, sample project plans, interview guidelines, participant worksheets, a list of resources, a glossary of terms, and more.

Content: Book | Authors: David L. Cooperrider, Diana Whitney, Jacqueline M. Stavros | Subjects: Change Management, Organizational Behavior

In every organization, something “works.” Small to large pockets of time, projects, and people exist who give life to the organizing system. Finding what “works” is a matter of discovering and giving voice to the stories that sow the seeds of positive change.

Content: Article | Authors: Ann E. Feyerherm, Terri Egan | Source: Graziadio Business Report | Subject: Change Management

An interview with Professor Nirmalya Kumar of London Business School, focusing on the need for marketers to assume the role of change agents, developing strategic thinking and cross-functional skills. Discusses the decline of marketing as an engine for growth, and the rationale underpinning continuous incremental innovation as opposed to radical market-driving innovation. Reports on the means of benefiting simultaneously from the efficiencies of global … [ Read more ]

Content: Article | Authors: Nirmalya Kumar, Sarah Powell | Source: Emerald Now | Subjects: Change Management, Marketing / Sales

Successful people tend to have a high need for self-determination. In other words, the more leaders commit to coaching and behavioral change because they believe in the value of the process, the more likely the process is to work. The more they feel that the change is being imposed upon them–or that they are just trying it out–the less likely the coaching process is to … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, Organizational Behavior

The failure of many transformation efforts is caused not so much by people’s resistance to change or by the details of “implementation” as by a deficient understanding of the interplay between organization and behavior.

Content: Article | Author: Yves Morieux | Source: Boston Consulting Group (BCG) | Subjects: Change Management, Organizational Behavior

Managers often confuse two terms that appear to be synonymous but are actually quite different: simple and easy. We want to believe that once we understand a simple concept, it will be easy to execute a plan and achieve results. If this were true, everyone who understood that they should eat a healthy diet and exercise regularly would be in shape. Our challenge for getting … [ Read more ]

Content: Quotation | Source: Leader to Leader | Subjects: Change Management, Organizational Behavior

This artilce is ostensibly about TQM and offers its five pillars of successful quality processes (customer satisfaction, total involvement, measurement, systematic support, and continuous improvement). That’s not why you should read this article. You should read it because it also offers a generally applicable framework for implementing change, projects, etc.

Content: Article | Author: Donald L. Weintraub | Source: Prism (Arthur D. Little) | Subjects: Change Management, Operations

Cooperation always improves, without added metrics or incentives, when poor cooperation becomes a constraint for those who do not cooperate – when they cannot externalize the consequences of poor cooperation to third parties. And engagement always imporves when better performance becomes a means, or a resource, to attain one’s own goals and aspirations.

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

People are too complex to understand without their cooperation, and they are too difficult to change without their permission.

Content: Quotation | Source: Business Finance Magazine | Subjects: Change Management, Personality / Behavior

After 25 years of diligently working her way up the corporate ladder at Xerox, one would imagine that being named President and Chief Operating Officer would be a moment of great satisfaction for Anne Mulcahy. As it turned out, however, it was not. In truth, a word she has used to describe the feeling of being given the position is dread. Of course, … [ Read more ]

Content: Case Study | Author: Gavin Kotze | Source: TheWorkingManager.com | Subjects: Change Management, Management | Company: Xerox

There are no guarantees of success when it comes to large-scale change in complex organizations. However, a leader can substantially increase the odds if he understands the challenges of change management. This article points out that he must also know how to manage a transition, including how to establish a transition structure, build an integrated change agenda, get people on board, manage healthy attrition, and … [ Read more ]

Content: Article | Source: Mercer Delta Consulting | Subjects: Change Management, Leadership

Since norms, whether formal or informal, reflect some underlying values, they are difficult to change unless it can be shown that the new behavior is also consistent with an important value, or that the old value itself needs to be changed.

Content: Quotation | Source: Graziadio Business Report | Subjects: Change Management, Organizational Behavior

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The biggest barrier for most people is what I call the failure of success. When we find a pattern and it works, we tend to believe it as the truth. This makes us arrogant about what is right and wrong.

Content: Quotation | Source: Business Finance Magazine | Subjects: Change Management, Success / Failure

As a CEO, you’re in business to grow your business — but growth without real change can kill you.

Content: Article | Sources: Catlin & Cookman Group, CEO Exchange | Subjects: Change Management, Management

People always talk about the learning curve. The hardest thing is the forgetting curve. You have to discard what you think you know. And the higher you go in management, the more difficult it is. When things are changing rapidly, you have to abandon information that is no longer useful. That takes a certain amount of courage.

Content: Quotation | Source: Optimize Magazine | Subjects: Change Management, Learning

What’s the difference between those changes in organizations that get results and those that don’t? We knew that only about one-third of all major changes succeeded. But we wanted to know why? What sets apart the successful changes? What could we learn from those who do it well? So we conducted an effective change survey.

Content: Article | Author: Rick Maurer | Source: Maurer & Associates | Subject: Change Management

An organisation’s unwillingness to change comes from the myopia of its leadership. An inability to change, on the other hand, comes from its processes.

Companies can be classified according to these two dimensions. Captive companies are those that are willing but not able to change. Arrogant companies have the ability to change, but are unwilling to do so. Legacy companies are neither willing nor able … [ Read more ]

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

All progress requires change. But not all change is progress.

Content: Quotation | Source: Unknown | Subjects: Change Management, Progress