387 Posts Found

People tend to internalize an organization’s culture, which for senior managers can mean internalizing a hierarchical culture of compliance rather than an inclusive culture of shared learning. So the people who will have the most difficulty in changing may be the most senior people, for two reasons: they’ve been around the longest, and they have been selected by the system as exemplars of what the … [ Read more ]

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

It is possible to honor the past and at the same time to make real the failings that lead us to want a better tomorrow.

Content: Quotation | Author: Taylor Bodman | Source: Leader to Leader | Subjects: Change Management, Future

Not everything is subject to change. If the role of the leader is first to help people face reality and then to mobilize them to make change, then one of the questions that defines both of those tasks is this: What’s precious, and what’s expendable? Which values and operations are so central to our core that if we lose them, we lose ourselves? And which … [ Read more ]

Content: Quotation | Author: Ronald A. Heifetz | Source: Fast Company | Subjects: Change Management, Leadership, Management

Why do so many people dislike their bosses? One reason is that people in positions of authority are frequently asked not to exercise their leadership. Instead of mobilizing their constituents to face tough, frustrating challenges, they are asked to protect those constituents from having to make adjustments. That’s why leadership is dangerous. Sure, you have to protect people from change. But you also have to … [ Read more ]

Content: Quotation | Author: Ronald A. Heifetz | Source: Fast Company | Subjects: Change Management, Leadership, Organizational Behavior

Too often companies launch capital-intensive change programs—whether related to technology implementations, supply chain transformations, product innovations or some other initiatives—and fail to capture the value originally targeted after the initial burst of attention and enthusiasm has faded. Accenture outlines the process for tracking and realizing shareholder value. This paper identifies methodologies that let organizations identify, measure and manage shareholder value in corporate initiatives—especially complex, long-term … [ Read more ]

Content: Article | Authors: Andrew Boernke, Rob Rutledge | Source: Accenture | Subjects: Change Management, Strategy

At the heart of Bain’s High Velocity Performance System® is the premise that for any transformational change to succeed, employee behavior must change. In service-intensive industries, it is the discretionary effort of people throughout the organization that improves operational and financial performance. Unleashing discretionary effort is only possible when companies provide people with a compelling purpose for the work they do.

The high velocity performance system … [ Read more ]

Content: Article | Authors: Jeff Melton, John Norton, Jolyon Dove | Source: Bain & Company | Subjects: Change Management, Management, Organizational Behavior

Measuring the wrong things always happens in times of great change.

Content: Quotation | Author: Daniel Yankelovich | Source: Context Magazine | Subjects: Change Management, Management, Measurement

Difficult economic times demand new ways of doing business. Planning is a challenge, but even greater challenges lie ahead when it is time to implement a transformative plan. Applying lean management techniques to managing change can reduce waste, increase efficiency and ensure that momentum is maintained toward a successful transformation.

Content: Article | Authors: Christian Hagen, Kevin Cheung, Mike Sansone, Pushkin Pant, Sunita Dudeja | Source: Kearney | Subject: Change Management

I’ve always 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 | Author: Jack Welch | Source: Accenture | Subject: Change Management

Not everything that is faced can be changed, but nothing can be changed until it is faced.

Content: Quotation | Subject: Change Management

Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives?

The primary obstacle is a conflict that’s built into our brains, say Chip and Dan Heath, authors of the critically acclaimed bestseller Made to Stick. Psychologists have discovered that our minds are ruled by two different systems—the rational mind and the emotional mind—that compete for control. … [ Read more ]

Content: Book | Authors: Chip Heath, Dan Heath | Subjects: Change Management, Management, Organizational Behavior

Smart change leaders identify, listen to and engage potential skeptics and resistors early in their change planning process if, indeed, the change is planned. They ask the key questions: “Who is likely to support this change, and why?” “Who is likely to resist and, and why?” And, “What can I do to overcome your resistance and build your support.” They recognize that many people in … [ Read more ]

Content: Article | Author: Jeffrey Gandz | Source: Ivey Business Journal | Subject: Change Management

Leadership is about change, but what is a leader to do when faced with ubiquitous resistance? Resistance to change manifests itself in many ways, from foot-dragging and inertia to petty sabotage to outright rebellions. The best tool for leaders of change is to understand the predictable, universal sources of resistance in each situation and then strategize around them. Here are the ten I’ve found to … [ Read more ]

Content: Article | Author: Rosabeth Moss Kanter | Source: Harvard Business Review | Subjects: Change Management, Organizational Behavior

Professor Baba Shiv discusses how you can coax risk-averse managers to innovate and introduces the “X Framework.”

Content: Article | Author: Baba Shiv | Source: Stanford University | Subjects: Career, Change Management, Innovation, Organizational Behavior

Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not.

They’re habits. […]

Countless people, from Aristotle to Oprah, have tried to understand why habits exist. But only in the past two decades have neurologists, psychologists, sociologists, and marketers really begun understanding how habits work—and more important, how they change.

Content: Article | Author: Charles Duhigg | Source: ChangeThis | Subjects: Change Management, Organizational Behavior, Personal Development

It’s easier to change 20% of your organization by 80% than it is to change 80% of your firm by 20%. Work your innovations from the outside-in.

Content: Quotation | Author: Jeff DeGraff | Source: FORTUNE | Subjects: Change Management, Innovation, Organizational Behavior

When employees ask, “What do you want me to do differently and why?” and “What’s in it for me?” leaders who respond with a clear message will dramatically enhance progress.

Content: Quotation | Author: Corey Yulinsky | Source: strategy+business | Subject: Change Management

The way to improve society and reform the world is to enlighten [people], spread knowledge, and convince the multitude that they have, or may have, sense, knowledge and virtue. Declamations against the cunning of politicians and the ignorance, folly, inconstancy, or effrontery of the multitude will never do.

Content: Quotation | Subjects: Change Management, Organizational Behavior, Politics

Leading change is difficult. Therefore, much is written on the topic. This article is based on a study that took the unique approach of listening to stories from leaders in a variety of sizes and types of organizations and documenting their recurring, successful solutions to common problems found in change initiatives. Their strategies, or “patterns,” provide a resource for anyone who struggles with introducing a … [ Read more ]

Content: Article | Authors: Linda Rising PhD, Mary Lynn Manns PhD | Source: Graziadio Business Report | Subjects: Change Management, Leadership

When implementing an organization-wide transformation, focus your efforts on the most connected employees to help generate momentum and accelerate impact.

Content: Article | Authors: Giovanni Giuliani, Marco Gardini, Marco Marricchi | Source: McKinsey Quarterly | Subject: Change Management