383 Posts Found

Rather than assuming critical thinkers are resisters, we would do better to treat them as guardians. Guardians see what needs to be protected, and the trust that can be destroyed by a broken promise or a shortcut. Who else will ask the hard questions? Guardians keep us honest in the face of self-delusion or blind spots. […] When you approach guardians as responsible, thinking adults … [ Read more ]

Content: Quotation | Author: Elizabeth Doty | Source: strategy+business | Subjects: Change Management, Organizational Behavior

What you need to do in a transformation is to get people to act differently. When people begin to act differently, they will begin to think differently.

Content: Quotation | Author: Doug Yakola | Source: McKinsey Quarterly | Subject: Change Management

Six years ago, two executives new to their jobs led the strategic transition that remade McGraw-Hill into S&P Global.

Content: Case Study | Authors: Jack Callahan, John Berisford | Source: strategy+business | Subject: Change Management | Companies: McGraw-Hill, S&P Global

The change-management literature has long focused on the need to overcome resistance. But resistance can imply intent, when in reality people often revert to old behavior out of habit or instinct, reflecting old mind-sets that may persist even after an apparently successful initial transformation.

Content: Quotation | Authors: Alessandra Fantoni, Jacek Fabianowicz, Randy Cook, Stefan de Raedemaecker | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

Large organizations have many different heartbeats, and change managers need to listen to them all.

Content: Article | Author: Quy Huy | Source: INSEAD Knowledge | Subjects: Change Management, Management, Organizational Behavior

Data science is becoming a reality for change management, and although it may not have arrived yet, it is time for organizations to get ready. The companies best positioned to change in the next decade will be the ones that set themselves up well now, by collecting the right kind of data and investing in their analytics capacity.

The key to building predictive models is knowing … [ Read more ]

Content: Article | Author: Michael L. Tushman | Source: Harvard Business Review | Subject: Change Management

Analysis of high-stakes transformations reveals a few pragmatic lessons that increase the odds of meeting the organization’s objectives.

Content: Article | Authors: Benoît Maraite, Cornelia Piaia, Michael Bucy, Tony Fagan | Source: McKinsey Quarterly | Subjects: Change Management, Management

Two senior executives from the global bank describe their recent journey.

Content: Case Study | Authors: Bart Schlatmann, Peter Jacobs | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior

Human beings’ temporal awareness includes a personal, subjective sense of continuity between past, present and anticipated future. If that internal flow of events is crudely interrupted and nothing promises to restore it, we tend to resist. Even the most obviously necessary improvements will meet forceful opposition.

Content: Quotation | Author: Quy Huy | Source: INSEAD Knowledge | Subjects: Change Management, Organizational Behavior, Personality / Behavior

Why is it so hard for leaders to send clear, effective signals to followers? There are three main ways in which leaders too often send confusing signals to their organizations. Get them right, and you can signal clearly and effectively; fail to pay attention to how and what you are signaling in these three modes, and you will have confusion at best — and at … [ Read more ]

Content: Article | Author: Elsbeth Johnson | Source: Harvard Business Review | Subject: Change Management

The benefits of agile are by now well known. Under agile development methodologies, IT organizations and product developers cocreate products and services with the business, rather than simply collecting feature specifications and throwing them back over the wall, as would happen under the waterfall development model. Teams can experiment with minimally viable products, test and learn from those prototypes, and ultimately deliver new software features … [ Read more ]

Content: Article | Authors: Gerard Speksnijder, Santiago Comella-Dorda, Swati Lohiya | Source: McKinsey Quarterly | Subjects: Change Management, Management

Many executives believe organizational change is an inherently messy, chaotic process. Without a doubt, change can derail business. But that’s because leaders have been managing it using faulty assumptions and outdated mental models. Learn how today’s wealth of data and powerful analytics capabilities have uncovered predictable patterns of how organizational change unfolds.

Content: Article | Authors: Randy Wandmacher, Tim Gobran, Warren Parry | Source: Accenture | Subjects: Change Management, Organizational Behavior

Under nearly any circumstance, reorganizations consume a great deal of time and energy, including emotional energy. When proper communication plans are in place, though, leaders can at least reduce unnecessary anxiety and unproductive wheel-spinning. Planning should start long before employees get word of the changes, include constituents well outside the boundaries of the company, and extend far beyond the announcement of the concept design to … [ Read more ]

Content: Article | Authors: Rose Beauchamp, Stephen Heidari-Robinson, Suzanne Heywood | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior

Change is not made without inconvenience, even from worse to better.

Content: Quotation | Author: Richard Hooker | Subject: Change Management

Four key actions influence employee mind-sets and behavior. Here’s why they matter.

Content: Article | Authors: Bill Schaninger, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior

It takes 30 years for a new idea to seep into the culture. Technology does not drive change. It is our collective response to the options and opportunities presented by technology that drives change.

Content: Quotation | Author: Paul Saffo | Subjects: Change Management, Innovation, IT / Technology / E-Business, Marketing / Sales

Anyone attempting to lead change in an organization knows to expect some resistance. Change is not a rational process; no matter how positive the future you are creating, it’s natural for humans to struggle with it. Faced with negative remarks, critical questions, or stony silence, change champions naturally begin to interact more with those already on board, consciously or unconsciously distancing themselves from those who … [ Read more ]

Content: Article | Author: Elizabeth Doty | Source: strategy+business | Subjects: Change Management, Organizational Behavior

The biggest hurdle to effective organizational change is people. A core part of your job as a leader is to help others overcome the inherent, very human bias toward maintaining the status quo. You first need to identify who — that is, which individuals and groups — have the biggest potential to thwart positive change. Then you have to unstick them. Doing so begins with … [ Read more ]

Content: Article | Author: Sally Blount | Source: Harvard Business Review | Subjects: Change Management, Organizational Behavior

New survey results find that the most effective transformation initiatives draw upon four key actions to change mind-sets and behaviors.

Content: Article | Authors: Bill Schaninger, Ellen Viruleg, Tessa Basford | Source: McKinsey Quarterly | Subjects: Change Management, Organizational Behavior

Research tells us that most change efforts fail. Yet change methodologies are stuck in a predigital era. It’s high time to start catching up.

Content: Article | Authors: Ashvin Sologar, Boris Ewenstein, Wesley Smith | Source: McKinsey Quarterly | Subject: Change Management