Resistance to Organizational Change: Fact or Fiction?
by Dawn-Marie Turner, Ph.D.
Resistance is often identified as the number one reason for the failure of most organizational change. It (resistance) is a concept almost every organization has come to expect. And herein lies the fundamental reason that resistance has become so pervasive in organizations undergoing change – it is not because people inherently resist change but because leaders expect resistance instead of readiness and manage the change accordingly.
Implementing Organizational Change
by Paul B. Thornton
Implementing a major organizational change is hard work. The senior leader who’s sponsoring the change must understand the roles and responsibilities of the support group, the project manager as well as his/her own role in making the change happen. Leaders not only challenge the status quo they take steps to achieve a better future.
The Almond Effect ® and Managing
Resistance to Change
by Anne Riches
Why is it that most organizations struggle mightily to make real change? Whether it is consolidating a merger, re-engineering business processes, restructuring, changing value propositions, introducing new IT systems, relocating premises, or any other type of change, all too often the process is derailed by the resistance of employees.
Resistance to change is one of the most powerful drivers of human behavior, and the key to dealing with it effectively is to understand both its physical and emotional components.
Four
Dimensional Goal Alignment: Quadrupling the Drive to Success
by Sandy Arpino
The
magnified energy of goal alignment drives so effectively that the probability
of reaching goals increases, with targets met sooner and with greater ease.
New, more challenging aims can then be set and driven through, time and
again, as long as goal alignment continues.
Appreciating
Context: The Secret To Lasting Change (Part I)
by John Renesch
Last time I saw a statistic, around 85% of those who authorized the billions
of dollars spent on change programs each year in U.S. corporations were
dissatisfied with the outcomes! So why do organizations and people in
them continue trying the latest fad for making improvements when there is
such a high dissatisfaction rate? There is a better way!
Appreciating
Context: The Secret To Lasting Change (Part II)
by John Renesch
The leverage value of focusing on context has been known for ages, "hiding
in plain sight" so to speak.
Six
Habits of Great Change Leaders
by Dr. Jane
Adler and Dr. Robert Karlsberg
Great
change leaders have the "execution advantage." While their strategic plans
might not be significantly better than anyone else's, they achieve great
results because their organizations execute plans more rapidly. The
result? A significant competitive advantage.
To
Drive Organizational Change, Focus on Customers, then Lead the Way
by Shelley F.
Hall
How do you lead an organization when you may feel like you're drowning in
a sea of constant, rapid change? Is it possible to survive and thrive with
change? The answer is yes.
Five
Myths About Change: How to Make Change Work For You
by Tom Northup
Change, though pervasive, is often misunderstood. Many
myths affect our attitudes toward change and limit our ability to proactively
accomplish positive change.
Strategic
Change
by Byron Kalies
There's a nice little four step plan based on some work
by Costas Markides I would recommend. I like it because it's simple and it
works.
Managing
Paradoxical Opposites
by Gerry Schmidt
and Lisa Jackson
If you are dealing with any change, and especially the
high risk variety, you increase your ability to manage the paradoxes if you
communicate in a way that ignites urgency.
Management's
Guide to Communicating Change
by Edward Pfahl
Managing change is not an easy task and a strong communication
effort is just one of many aspects of change management.
Is
Meaningful Change Possible?
by
Jamie S. Walters
In this article, we'll look at one possible answer to
this question, as well as review potential discussion-starters for action
steps that are within your control regardless of what’s going on around you.
Seven
Powerful Actions to Become the Force for Change in Your Company
by Kate Ludeman
and Eddie Erlandson
Want to change your company? First change yourself. Here are seven ways to
create radical change in your company by radically changing yourself.
Why
Change Efforts Fail
by Bob J. Holder
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."
New
Thoughts on Strategy and Change Initiative Implementation: Emergence, Readiness,
and Adaptability
by Lawrence E.
Wharton and Richard Roi
Top-level leaders must rethink the entire process of strategy and change initiative
implementation. This paper discusses the problems of implementation and offers
a new framework wherein the wise leader is a context setter who understands
and uses the principle of emergence, ensures that the "structural" components
and leader competencies of strategic readiness pervade the organization, and
uses the Integrated Purpose as a prime vehicle for influencing organizational
behavior and actions.
Beyond
Management Fads: Enterprise Fitness Builds Strength and Speed for the Long
Haul
by
John Covington
The
"flavor of the month" may get people excited at the ice cream shop, but it's
a downer in the workplace. In almost every corporation, employees have seen
an array of supposedly ultimate solutions piped on board with considerable
fanfare, only to sink into oblivion within a matter of months. Enterprise
Fitness however, can be a sturdy bridge to help us go beyond.
The
Four Emotional Stages of Change
by
Anne Riches
How often do we make false assumptions about other people based on our own
culture and experiences? And even more importantly, how often do we fail to
recognise and understand how individuals deal with grief and change in their
personal lives or at work.
The
Organization as a Theatre Company
by Rick Sidorowicz
An empowering metaphor that clarifies and simplifies the nuts and bolts of
organizational change - from 'Dutch' Holland's Change is the Rule,
published by Dearborn.
Engaging
Chaos Together
by Jane F.
Miller
How corporations can do better in times of chaos while helping individuals
step out of the "Anxious Class".
Change
Readiness Assessment
by
Rick Maurer
Where
are we today? - and are we ready for the inevitable resistance?
Implementing
Radical Change
by Richard
Ligus
The key characteristics of companies who are able to radically transform themselves
- the right stuff!
Building
a Foundation for Change
by Rick Maurer
Add strategies to your plan to build support for change. An outstanding framework.
Fire
In The Corporate Belly
by Tom FitzGerald
Reversing the corporate ageing process - it is the spirit which must
catch fire - and it can be touched and changed and ignited.
Beyond
Transformation
by Rick Sidorowicz
We like the more ‘delicate’ notion of 'transformation' - but the word is feeble
and it's time to move well beyond.
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