Change and Emotion
As a profession, why do we approach major change rationally? We create the “case for change,” articulating all of the reasons that maintaining the status quo is not viable, and [...]
As a profession, why do we approach major change rationally? We create the “case for change,” articulating all of the reasons that maintaining the status quo is not viable, and [...]
In their article Changing an Organization’s Culture, Without Resistance or Blame, Tom DiDonato and Noelle Gill describe the approach they used to significantly shift the culture at Lear. As they [...]
Author Greg McKeown makes a habit of saying “No.” In Essentialism: The Disciplined Pursuit of Less, McKeown lays out a sound rationale for saying “Yes” less, and for focusing our [...]
As change practitioners, we are constantly in the position of having to influence others. Among other things, we are recommending that the leaders we support take unpopular actions; we are [...]
Tim Leberecht begins his TED talk (“Four Ways to Build a Human Company in the Age of Machines”) by stating “Half of the human workforce is expected to be replaced [...]
There was a time when leaders thought that successful change management meant a well-developed and executed communications plan. As change professionals we have always known that there is a great [...]
How well is your change management approach working? When important change initiatives fail, all too often the finger gets pointed at the change practitioners for not surfacing risks early enough, [...]
In a newly published Harvard Business Article Don’t Just Tell Employees Organizational Changes Are Coming — Explain Why, Morgan Galbraith cites a study reporting that almost one third of the [...]