26th August 2009
A review of the history and literature of strategies for managing change shows these 9 reasons for programme failure:
(1) Lack of board level support - The change programme is holed below the waterline if it doesn't have the support of directors and se...
26th August 2009
William Bridges focuses on transitions and the psychological changes that lie behind behind significant organisational change.
Situational changes are not as difficult for companies to make as the psychological transitions of the people impacted by the...
26th August 2009
So what is change management? The traditional project approach to change management - sees it as a set of tasks which if executed successfully get a result. In other words the typical process led approach which has failed so consistently and so spectacula...
26th August 2009
What is change? Is it a fact of life to be welcomed - or something that occurs from time to time and disturbs our equanimity and is to be resisted?
When we regard life as fixed and static - we tend to think of it in terms of MY life, MY job, MY busines...
26th August 2009
Transformational leadership theory is all about leadership that creates positive change in the followers whereby they take care of each other's interests and act in the interests of the group as a whole. James MacGregor Burns first brought the concept of ...
26th August 2009
As you consider your strategies for managing change - there are 3 implicit questions: (a) What do I need to know? (b) What works? (c) How do I apply it?
Trouble is, we so often get stuck on old assumptions, and as Marshall McLuhan once said: "Most of ...
26th August 2009
Of all the strategies for managing change, in the current climate the only one that really matters is staying in the game. So the only current certainty is that there is no certainty. This really does mean change. Forced change. Reactive change. Planned c...
26th August 2009
There are more leadership theories than you can shake a stick at. Theories have evolved from "Great Man" and "Trait" theories to "Transformational" leadership - each with a different set of dynamics, contexts and focus.
Early theories tend to focus upo...
26th August 2009
Maturity models are usually associated with projects and programmes. However, I want to make the case for developing your own culture maturity model as a preparation to the development of your own strategies for managing change.
I first became aware o...
26th August 2009
I have long held the view that successful strategies for managing change and the leadership styles that support those strategies are people centric rather than totally process oriented.
Whilst undertaking research for a section of my website I came acr...
26th August 2009
Sometimes I feel like the guy who's climbed the distant Himalayan peak to sit at the feet of the guru and discover the keys to the meaning of life the universe and everything.
In my view, in the world of change management and leadership and inspiratio...
25th August 2009
From my experience, in my own work with helping companies with strategies for managing change I have found time and time again that the answers to the most challenging business issues, project and programme failures and performance problems always - witho...
25th August 2009
I am constantly on the look out for interesting, informative stories and illustrations of leadership styles that support successful strategies for managing change - and especially ones that are people centred as well as process focused.
In the course o...
25th August 2009
In the early 20th century, the psychologist Kurt Lewin developed the model - known as "Lewin's Freeze Phases" - and which still forms the underlying basis of many change management theories models and strategies for managing change.
His model suggests ...
25th August 2009
Elisabeth Kubler-Ross was a Swiss physician/researcher who undertook seminal work on the grief process. Many regard her as the mother of the modern hospice movement.
The Kubler-Ross model, was first introduced in her 1969 book "On Death and Dying" in ...
