Take the time to veer from sense of urgency, prescind to secondary issues once in awhile.
Continue reading Prescind
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The key with change management is that we are talking about people connected to work. The work part you can probably fit into a scientific box and keep consistency from one big change to another. The people part, when approached with a science perspective, tends to force generalizations. Those generic viewpoints can sometimes be helpful for dialogue, but typically do not scale or transfer to the next change. And it is amazing how one person can destroy a good scientific approach. Continue reading Empirical Short term perspectives, measurement and leadership tenure along with status quo, vertical orientation, money, time and competency (or lack of) all make big transformational change almost impossible. It is possible to address these and take away almost. At that point you are on the path to successful BIG change. Continue reading Why Organizational Change is so Difficult  If everyone followed directions made by someone else, perfectly, with no questioning the world would be a very different place. I will let you decide if that is good or not. Continue reading Linkedin, Cover Letters, Dinosaurs and the Future An end state focus for change sounds great. It looks like an early process with three distinct deliverables that put individuals and the organization in context with this change. Perspective must change before application can begin. Continue reading Practical Change Management- Perspective to Application I will leave it up to you to decide what snark, snarky and snarkiness have to do with Change Management. Continue reading Snarky Having been a stakeholder I see with different eyes. Continue reading When I wore the shoes- a Stakeholder Story  Take a look at Google Insight or Search. It is a time consuming chance to romp around statistics and search trends. You might be able to ride the wave of the next big change… Continue reading Fascinating Search Graphs Resistance to change by leaders falls in two categories- one is scaled up invitation from organic change and the other requests for participation down the hierarchy. Both point directly to the way the organization combines strategy execution with day-to-day operations. Continue reading Corporate Leadership Resistance to Change Finally I addressed this blog post. I just could not seem to muster the energy to write it. So many other things going on, so many lists, so much concentration needed. Thrown all together it is no wonder I felt lethargic. Continue reading Lethargic Change |
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