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Craig Mindrum – 10/22/13 Offering more certainty and control to people during times of major organizational change can be essential. But what if such control actually interferes with the workforce becoming more adaptable? Do people always resist change? That is the accepted starting point for much of the literature […]
20120921_1 How do you get leaders, employees, customers — and even yourself — to change behaviors? Executives can change strategy, products and processes until they’re blue in the face, but real change doesn’t take hold until people actually change what they do. I spent the summer reviewing research on […]
Walter McFarland shares insights on the latest neuroscience research findings that inform how we lead organizational change mcfarland-100 Walter McFarland believes that the emerging field of neuroscience may be a source of new insight into the theory and practice of organizational change. As neuroscience research increases our knowledge of […]
How does change affect an employee’s behavior and mindset, and what can internal communication do to ensure they retain high engagement levels? An age-old question that’s imperative to success, especially in the modern business environment where mergers, takeovers and acquisitions are commonplace. Hilary Scarlett explains how the practice of […]
We approach every IT change management process with its own unique method because every organization is different, but the guiding questions are the same. Here are 10 core questions that we ask before each project. All of them are designed to help ensure that the process is “userrific” […]
One of the central challenges and objectives of change management is to help each person in a group, team, department […]
The first perspective of “change management” is that different fields of endeavor use the same term with very different implications. Information technology (IT), for example, uses the term to mean overall management of changes in developing software code. When “the left hand doesn’t know what the right hand is […]
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My opinion of organizational change management foundations differs somewhat from that of Hiatt. His view, as described in the above reference, sees change management as an outgrowth of engineering and psychology. Alternatively I believe it is an outgrowth of three disciplines: psychology, leadership, and engineering. Reduced almost to a quip, psychologists think in terms of relationships and feelings. Leaders think in terms of goals and controls. Engineers think in terms of systems and execution. All three are necessary considerations.
What makes us pay attention to something? What attracts us to something, or repels us? What makes us want to know more? These are questions of engagement. And the answers to them are found in how the brain regulates behavior. In the first blog entry of this series on […]
I have been quite intrigued by the intersection of neurosciences and management / leadership lately. It all started on the Organizations Change Practitioners community on LinkedIn . No disrespect for the other groups I’ve joined, but it probably is the one I find the most inspiring amongst the groups […]
A number of studies have been completed that look into the success / failure rates of projects. These studies indicate that serious problems exist across a broad cross-section of industries. Below is a summary of some recent reports. Source : McKinsey & Company in conjunction with the University of Oxford […]