383 Posts Found

Change, change, change. Management is constantly seeking change, yet most companies fail to convert these efforts into real value-creating results. This month Prof. Phil Dover reviews the change agent program at a well-known company to identify useful learning points.

Content: Article | Author: Phil Dover | Source: Babson Insight | Subject: Change Management

The landscape of organizational life suggests change has become a way of life. Change has also changed. Change is continuous and discontinuous. Change is accelerating. This article presents a number of change failure themes. Their avoidance may serve to prevent an organization’s change process from ending up in the “change effort graveyard.”

Content: Article | Author: Bob J. Holder | Source: CEO Refresher | Subject: Change Management

Based on a three-year field study of a large firm’s attempt at radical change, Professor Quy Nguyen Huy shows how middle managers displayed two main emotion-management patterns that facilitated beneficial adaptation of change – emotionally committing to change projects and attending to recipients’ emotions. The use of both patters, although seemingly opposite, struck an effective process of emotional balancing and facilitated organizational adaptation. … [ Read more ]

Content: Article | Author: Quy N. Huy | Source: INSEAD Knowledge | Subject: Change Management

This article summarizes the research of Bain & Company into successful turnarounds and transformations. They found four action principles:

1. Reward managers for hitting strategic targets not for constructing elaborate change management processes
2. Remove underperforming senior managers
3. Challenge managers to achieve higher performance levels
4. Do it fast and all at once

Content: Article | Sources: Bain & Company, ManagementFirst | Subject: Change Management

Content: Book | Authors: Dan S. Cohen, John P. Kotter | Subjects: Change Management, Leadership

This excellent article starts by examining empirically founded communications principles that taken together can constitute a communications strategy and then applies that strategy to the Kurt Lewinian model of change (three stages: unfreezing, changing or moving, and refreezing).

Content: Article | Author: Stuart M. Klein | Source: ManagementFirst | Subjects: Change Management, Management

How do you develop strategy in an uncertain economy? Meet TINA: There Is No Alternative. First, Royal Dutch/Shell pioneered the system of scenario planning to anticipate dramatic changes in the world. But when everything starts to change, the way to do planning is to focus on things that don’t change.

Content: Article | Author: Ian Wylie | Source: Fast Company | Subjects: Change Management, Strategy

Content: Book | Authors: Mark McKergow, Paul Z. Jackson | Subject: Change Management

Have you ever tried to change someone else’s behavior, or even your own, with no success? Are you evaluating the behavior from a cause and effect viewpoint? Try using the A-B-C method (Antecedents-Behavior-Consequences)

Content: Article | Author: Stephanie Cirihal | Source: CEO Refresher | Subject: Change Management

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How closely related are organizational learning and indoctrination? This Harvard Business Review interview with one of the founding fathers of the field of organizational psychology, Ed Schein, reveals the darker side of organizational learning.

Content: Article | Author: Diane L. Coutu | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Change Management, Organizational Behavior

“Getting people and organizations to accept new ways of doing things is typically described as ‘managing change’ and assigned as an afterthought to a handful of specialists from the human resources department. Not surprisingly, this approach frequently ends in disaster. ‘Managing change’ is far too flat and insipid a description of what needs to be done. Change doesn’t just have to be managed; it needs … [ Read more ]

Content: Article | Author: Michael Hammer | Source: Optimize Magazine | Subject: Change Management

Several management writers have identified common threads to successful change, including focus on the organization’s mission and core competencies while re-designing structures around processes. But what happens when an organization’s mission becomes obsolete, and its core competencies have sharply diminished in value?

Content: Case Study | Sources: Los Alamos, ManagementFirst | Subjects: Change Management, Organizational Behavior

Despite all that we’ve heard about the role of strong leadership, Professor Kassarjian bursts the bubble by describing how real change originates with front line managers. Read about the real truths of change and how you must reshape your leadership style and role to foster change.

Find ‘Follow-up Thoughts On Issues Posed By The Article’ at:
Content: Article | Author: J.B. Kassarjian | Source: Babson Insight | Subjects: Change Management, Leadership

Most people overestimate the effects of change in the short term, underestimate them in the long term and fail to spot where change will be greatest.

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Change Management, Future

Bill Howes, CEO of Inland Paperboard and Packaging, believes that, given the right environment, ordinary people can accomplish extraordinary things – even in a stubbornly cyclical industry. He’s on his way to achieving this vision – and it all began with a story.

Content: Article | Authors: Michael Shanahan, Steven Ober | Source: Prism (Arthur D. Little) | Subjects: Best Practices, Change Management

Training that produces tangible results starts by changing behaviour – which ultimately changes attitudes.

Content: Quotation | Source: CEO Refresher | Subjects: Change Management, Training & Development

We’ve long believed that when the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when.

Content: Quotation | Source: GE’s 2000 annual report | Subjects: Business Rules, Change Management

Many leaders think transitions will occur automatically during a change process. But the secret to successful change may lie in how well leaders manage periods of transition.

Content: Article | Authors: Susan Mitchell, William Bridges | Source: Leader to Leader | Subjects: Change Management, Leadership

Resistance is a natural part of change. It protects people from harm. Resistance is not the primary reason why changes fail. It is often the reaction to resistance that creates the problems.

Content: Article | Author: Rick Maurer | Source: CEO Refresher | Subjects: Change Management, Organizational Behavior