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 What is it with change? Why do so many co-called business leaders seem to think that 'change' automatically leads to 'improvement'? And why do they implement it so badly? Very often, the answer is that they simply forget that "Consultation = Smart" or "the worker knows best". Trying to implement change without consulting with the people who know most about the work is a recipe for disaster - so is change that reverses something that already works well. USEFUL LINKS |
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Essential ReadingTop strategies for embracing change
Individuals and groups that are able to adapt well to new demands seem to be more successful than those that resist and accept the inevitable slowly. But change is so difficult and is almost always resisted, so how can we best embrace it?
More than managing during change
Change is not easy. Dramatic and repeated changes are especially challenging. When you think that you are barely managing, take stock, because you may be doing much better than you realize.
Silence - the root cause of project failure
Want to know the real reason that major business initiatives or projects fail? According to new research, failing to discuss five key issues before embarking on a new initiative almost guarantees that it will get derailed.
What the hell, I'll give it a go
If you can't get your pressurised, exhausted, confused and cynical managers to the tipping point where their response to a new initiative is "what the hell, I'll give it a go", it spells failure for your business and its ambitions.
Nothing changes if nothing changes
People will willingly engage in change if they have genuine input to the process. So if we want a successful change effort, we need to change how we implement change. If we don't, we just might be a little insane.
Change needs to shake things up to be successful
Much as making an omelette depends on first cracking eggs, successful organisational change almost inevitably involves disrupting the status quo, employers have been told.
The cosmic egg of change
Change management models don't tend to worry about what happened before. They start as though everything just "was". But with all the evidence suggesting that change is inextricably linked to the past, it's no wonder it so often goes wrong.
Latest on ChangeBeing curious about curiosityAre you curious? When was the last time you re-invented your business, your relationship, yourself? How do you feel about the notion of re-inventing? Exhilarated? Or is your life so mechanical that there is no room for curiosity or inquisitiveness?
You can't control the waves, so learn to surfAnyone living through 2011 has learned that the waves of change are bigger than any individual, company, or nation. They are also more complex. The trick is to learn to read the signs and then ride the surf all the way to shore.
Sandpaper: the secret tool of changeWe seem to be inundated with information about change and why it is so difficult to achieve, even when our brains are supposed to be "plastic". So why is it so challenging to make lasting changes? Here's one perspective. See how it works for you.
Are you engaging or just informing?Do your employee communication strategies really engage your employees, or do they simply inform them? Because unless employees truly understand the issues and make the connection between their jobs and those issues, their attitudes and behaviors will not change.
The truth about changeWe hear a lot about change, be it at a personal or organizational level. But as Peter Vajda discusses, the reason change so often fails to take place is that change means being willing to allow old ideas and beliefs to die. You cannot change and still be the same.
Decision-making and the benefits of changeIt is important to consider the future benefits that change might bring about in the decision-making process. Unfortunately, the short-term nature of most businesses means that this rarely happens.
The keys to organisational agilityThe success or otherwise of an organisation is increasingly determined by its ability to adapt and respond to change in a quick, agile and appropriate manner.
Leadership in troubled timesMost management teams can identify what is needed to help their company evolve. But most are much less accomplished at the sort of active, directive leadership that is required to galvanize teams and make change happen.
Good change management a key driver of successThe ability to manage change effectively is one of the biggest factors determining whether an organisation delivers good financial and strategic performance, new research suggests.
Costas Markides: Innovating globallyCostas Markides of London Business School talks to Stuart Crainer about disruptive innovation, innovative change and how the goal of a business ought to be to produce something of value to society – not to maximise shareholder value.
Why managers aren't the best communicators during times of changeIn tough economic times, organizations tend to rely on their managers to communicate face-to-face with their teams about what's going on. But this approach doesn't work, because it usually ends up being about managing fear, not change.
Confidence over successful organizational change fallingWhile increasing numbers of companies are expecting to have to undergo change, those pessimistic about the prospects of this change being successful is also growing.
The change challenge: escaping the grooveIf the brain is as plastic as science suggests why is permanent change such a difficult thing to achieve? Peter Vajda believes the answer might lie in a bowling alley.
John P Kotter on leadership and changeDes Dearlove explores the secrets of successful change with John P. Kotter, Professor of Leadership Emeritus at Harvard Business School and one of the world's foremost authorities on change and leadership.
Change management and employee communication strategiesWhen it comes to organizational change, it isn't enough simply to present information to employees and hope this will be enough to win them over. If you really want people engaged and on your side, you need to involve them fully in the process.
Business improvement ideas: don't just settle for excellentThe usual way to bring about chnage is to prove that something is wrong or inadequate and needs altering. But if something is already adequate, a new idea is unlikely to be adopted, however much better it is.
Dealing with a backstabberHarry has landed his dream job. But his task of implementing change is being undermined by an aggressive, back-stabbing colleague who seems determined to resist all of Harry's initiatives and who even their mutual boss is unable to control. What can he do?
Businesses still botching the people side of M&AsThere are signs that M&A activity may soon start to pick up again in Europe, which makes it even more worrying that eight out of 10 companies still fail to grasp the importance of managing the people side of mergers, acquisitions and integrations.
The times they are a-changin'Change is all around us. Past assumptions about how our workplaces function are outdated. Transformation is necessary. But many business leaders are either waiting for external forces to create change or simply reinforcing what isn't working.
Change management: it's the people, stupidSuccessful change management is far more about changing how you manage your people and organisational culture than it is about changing processes and systems.
A lesson in change managementMuch of the focus over the election of Barack Obama has been the hope for change that he represents. But for managers, there has also been a great lesson to learn from the smooth transition of power from the outgoing to the incoming president.
Implementing sustainable changeBenjamin Franklin wrote that the definition of madness was doing the same thing over and over again and expecting change to happen. But this is exactly how many change programmes - in organisations both large and small - can be described.
Michael Jarrett on the secrets of successful changeDr Michael Jarrett, one of Europe's leading experts on organizational change, talks to us about the five factors that most influence the success or failure of almost every change initiative.
Engaging change: six tips for surviving and thrivingWith the economy experiencing a major shakeup, every day presents new challenges and opportunities. How managers adapt to the changing horizon can make the difference between surviving or thriving.
Understand change to make changesTo make improvements you will have to make changes. But to make successful changes you need to understanding why change happens, how it starts, continues, and stops.
It's time to rethink the way you thinkRecent discoveries in how the brain functions have resulted in some startling new conclusions about implementing change. In other words, it's time to rethink how we think.
New M&As left leaderless for two and a half monthsIt's perhaps no wonder nine out of 10 European M&As fail to meet their objectives when senior managers take more than two and a half months to parachute in their new teams.
Managers drowning in changeMost American managers are juggling so many "priority" change projects they can't tell what's important and what's not - and so end up achieving nothing.
Spare us this permanent revolutionManagers are sick of the strategic nonsense doled out by their senior executives and are being worn down by a permanent revolution of ill thought-out projects and initiatives.
A breath of fresh air or just sweet FA?Just as young footballers watch and copy the bad behaviour of their sporting idols, so employees copy the actions and inactions of their bosses. So remember, change starts at the top – and actions always speak louder than words.
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