"ADKAR" - a model for change management |
This tutorial presents an overview of the ADKAR model for change
management. ADKAR is a goal-oriented change management model that
allows change management teams to focus their activities on specific
business results. |
|
9
Tips for Change Agents |
Nine lessons for would-be change agents |
|
A
Blueprint for Change: Appreciative Inquiry |
How do we free the energy within organizations to find what works in
order to enable positive change? 2005 |
|
A
Road Map for Change |
The ability to change is a key differentiator in today’s fiercely
competitive global economy. Yet studies consistently show that two
out of three major change efforts fail. 2007 |
|
A
Survivor's Guide to Organization Redesign |
All too often, major organization redesigns create little, if any,
value. So how does a company avoid such pitfalls and not just
survive an organization redesign but flourish in the process?
January 2003 |
|
A
Whole-Person/Systemic Approach to Organization Change Management |
Framework proposed for designing organization change initiatives in
a way that enables stakeholders to perform parallel (though
connected) streams of inquiry and design in both cultural and
structural systems simultaneously. |
|
An
Ethical, Means Based, Approach to Organizational Change |
Describes a model to guide the critical decisions concerning how and
when to act as an agent of change and to do so within an ethical
context |
|
An
experimental study on the impact of change communication management
on relationships with employees |
In this study an attempt was made to clarify the growing importance
of communication management (especially the role of relationship
management) during change in organisations. |
|
Approaches to Organizational Change |
Choosing between Re-engineering & TQM |
|
Awake at the Wheel: Moving Beyond Change Management to Conscious
Change Leadership |
Discover what you need to become a successful change leader, and why
change management is insufficient to support transformational
change. |
|
Building Successful Teams in the Midst of Transition |
Some people seem to thrive on change. How do they do it? How do they
manage change in a way that they not only survive, but also excel? |
|
Business Performance Management Change: How a Company Can Prepare |
Whatever their goals, business performance management improvement
efforts almost always involve changes to corporate culture. The
initiatives that are most likely to succeed are those in which
project sponsors focus on the "people" element from the start. |
|
Business Process Change Glossary |
This section provides definitions of words, terms, phases and
acronyms, frequently used or referenced in the business process
change community |
|
Capacity for Change |
Why do some companies succeed at transformation while others fail?
Our research into change management has yielded an explanation for
why some companies succeed at transformation while others fail:
Success at transformation is determined largely by an organization's
capacity for change. |
|
Change Breakthrough Analysis |
This article introduces a technique that is very powerful in helping
people begin to be productive relative to a change initiative. |
|
Change communication in the context of self-directed work teams |
This research project collected data about team communication and
communication of organizational information within the workplace
during the change from traditional authoritarian, top-down
leadership to self-directed work teams in different areas of a
manufacturing plant. |
|
Change management strategies for successful ERP implementation |
When implementing an enterprise resource planning (ERP) system, top
management commonly faces an unwanted attitude from potential users
± for one reason or another, they resist the implementation
process. |
|
Change Management Toolbook |
Offers a broad range of methods and strategies which you can apply
during different stages of organizational development; includes
Analysis of an Organization's Learning Climate, Creating an
Organization's Vision, Creative Planning: Broaden Your Views, The
Outer World: Clienting and Total Quality Management, and other
sections |
TOP |
Change Project Management -The Next Step |
This paper will discuss the definition of change projects, the
components of a change project and how they relate to the science of
project management, and the skill sets necessary to successfully
manage change projects. |
|
Changing Bureaucracy |
pdf-file |
|
Changing Management Culture: Models and Strategies to Make It Happen |
The attached document is a guide to changing management culture. |
|
Coalition Building - Job #1 |
This short article introduces some keys to building coalitions that
will contribute to the success of your change effort. |
|
Communicating Organizational Change |
The Four Keys to Successful Change Communication |
|
Consultants in Change Processes |
When companies retain consultants to help implement strategic
initiatives, they often fall into the trap of giving up too much
control and overpaying for solutions that don’t work. Here’s how to
strengthen consulting engagements and get your money’s worth . |
|
Cultural Aspects of Systemic Change Management |
A roadblock to successful implementation of structural change
programs, such as TQM or re-engineering, is the vulnerability of
such initiatives to powerful, yet poorly understood, cultural
influences. This paper provides a theoretical and practical approach
to incorporating cultural inquiry into programs for organization
change. |
|
Decisions to Make before Change |
Perhaps one of the most critical (and obvious) factors in successful
organizational change is planning. |
|
Defusing Downsizing |
Cutting employees is often necessary, but it's a risky process.
Here's how to keep the risks in line. |
|
Effective Change Survey Results |
Summary of a survey among 245 individuals |
|
Founder's Syndrome |
How Corporations Suffer -- and Can Recover. Getting Stuck in the
First Life Cycle of An Organization or Program |
|
Hearts & Minds |
For leadership guru John Kotter, changing cultures is rarely about
rational choice. Instead, it takes emotion and heart, and leadership
at every level of the company. 2004 |
|
How
to Build a Critical Mass of Support to Accelerate Your Change |
Support from stakeholders is essential to the success of every
change effort. |
|
How
to build an agile foundation for change |
The paper explores how today’s environment of constant change
requires a new approach to agility and business strategy — an
approach that is key to thriving amid change — not just surviving
it. |
|
How
to carry out a Continuous Improvement project |
There are many ways to carry out a Continuous Improvement project. A
generic approach is described here which should suit most
situations. |
|
Improvisational Change Model |
A Recurring Improvisational Methodology for Change Management in ERP
Implementation. |
|
Innovation and Change Management in Small and Medium-Sized
Manufacturing Companies |
This guide is designed to enhance the ability of SMEs to
successfully plan and implement change. The specific focus of this
guide is to help SME leadership manage change that results in
innovation and growth, with particular emphasis on successfully
introducing new products and services. |
|
Introducing and Managing Organizational Change in Support of BPM |
A business performance management system becomes the pulse of an
organization and has significant cultural implications. Developing a
well-articulated change strategy with a central focus on outcomes
and benefits must be part of any BPM initiative. 2003 |
|
Leading Change Handbook - Concepts and Tools |
This handbook includes six tools, a brief description of the
underlying concepts of each and suggestions on how to use the tools
and the resulting data. The tools are appropriate for any change
circumstance: examining the organization internally, the external
environment or even as a self-assessment of what you need to do to
carry out each action step. |
TOP |
Leading Change with The Balanced Scorecard |
A successful Balanced Scorecard program should be a change project,
not a "metrics" project. The executive leadership that creates the
BSC becomes the guiding coalition for driving change in the
organization. By Robert S. Kaplan and David P. Norton |
|
Leading Transition: A New Model for Change |
The thousands of books, seminars, and consulting engagements
purporting to help "manage change" often fall short. These tools
tend to neglect the dynamics of personal and organizational
transition that can determine the outcome of any change effort. By
William Bridges and Susan Mitchell. |
TOP |
Making Change Happen |
An Interview with John Kotter. 2002 |
|
Managers and Change: An Oxymoron? |
If everyone is talking about how critical it is to indoctrinate the
concept of continuous change into organizations, why do you suppose
so few companies are able to achieve this noble goal? Many companies
are finding that the problem sits squarely on the shoulders of line
management. |
|
Managing by Values in the Next Millennium: |
Cultural Redesign for Strategic Organizational Change |
|
Managing Change: Strategy or Serendipity |
Reflections from the merger of Astra & Zeneca. |
|
Manipulating Cultural Variables |
The sophisticated leader recognizes that resistance is really a way
of coping. Usually it protects a status quo that has served the
organization well in the past. In truth, resistance to change is but
a manifestation of cultural values and cultural strengths. Stamping
out resistance is about like stamping out corporate culture:
possible, but maybe fatal. |
|
Need Your Change Effort to Actually Work? Simulate It |
That big change effort you are contemplating is twice as likely to
fail as it is to succeed. The best way to avoid failure is to
simulate the change first. |
|
Order in Chaos |
The Enneagram of Process: A Theory of Change. |
|
Organizational change and vested interest |
White paper examining the interrelationship between costs of delay,
vested interests and costs of organizational change |
|
Organizational Values as "Attractors of Chaos": |
An Emerging Cultural Change to Manage Organizational Complexity |
|
Overcoming the "Fiefdom Syndrome": Conquering Office Politics |
When individuals within a company worry more about defending their
turf than moving the organization forward, their actions can
hamstring the business. Here's how to combat the problem. |
|
Planning Change Management Communication |
This article focuses on targeting the different constituencies
likely to receive the message. |
|
Pulling away: managing and sustaining change |
Three Strategies for Managing Change and Pulling Away. As the
recession deepens, the battlefield will shift from great ideas and
strategies to strongest execution. |
|
Ready For A Change |
A lack of formal programs to manage change leaves many companies
vulnerable. 2004 |
|
Realize results: |
Busting three common myths of change management. Change management
often fails to deliver expected results. Here’s how to achieve
them. |
|
The
Business Impact of Change Management |
If your company is considering a major change project, anything from
a software implementation to a merger/acquisition, this article may
help you as it focuses on the results of studies (over the last ten
years) on organizational change management (OCM) and its impact on
obtaining a high project return on investment (ROI.) 2006 |
|
The
Dogma of Moving Minds: Managing Transition |
Managing the transition process can ensure that necessary changes
are identified and used to control how the transition will happen,
effectively reducing its overall impact and increasing the
effectiveness of the change strategy. This article discusses the
need for a transition management process and outlines some of the
critical factors for successful program implementation. |
|
The
Matrix of Change: |
A tool for BPR. BPR efforts suffer from low success rates, due in
part to a lack of tools for managing the change process. The Matrix
of Change can help managers identify critical interactions among
processes. |
|
The
Unseen Reason Why Enterprise-wide Change Efforts Fail |
In this article, the authors will address the usually unspoken
about, central reason why enterprise-wide change fails. September
2002 |
|
Thoughts on Strategy and Change Initiative Implementation |
Emergence, Readiness, and Adaptability. In this paper the authors
will talk about the problems of implementation in both strategic
efforts and internal change initiatives. |
|
When Everyone Agrees, But Nothing Changes |
This Study explores aligning people, incentives, and knowledge to
overcome organizational inertia. 2003 |
|
Why
Change Efforts Fail |
This article presents a number of change failure themes. Their
avoidance may serve to prevent an organization's change process from
ending up in the "change effort graveyard." |
|
Why
Good Management Ideas Fail |
The Neglected Power of Organizational Culture |
|
Winning at Change |
John P. Kotter says that few change efforts accomplish their goals
and discusses mistakes made and success factors |
TOP |