Internal Communication of Change
By Dagmar Recklies
There is no doubt that the reasons, the content and the objective of
a change initiative have to be understood by all affected employees.
Experience shows that in particular those more complex initiatives
tend to face enormous difficulties reach everybody in the company.
This paper will discuss one specific reason for failure of effective
change communication. The hypotheses is that change is communicated
by the wrong people.
Circling
the Pyramid - Building Lasting Commitment to Change (pdf-file)
by Edmond Mellina
In any change initiative, the overarching objective is to drive the
lasting adoption of new behaviours and attitudes within the
organization. The challenge can be framed through a series of
questions: What is the best strategy to build commitment to the
change? How do you monitor the level of allegiance? What is the
difference between mere compliance and full internalization? In this
article, we present a model we have developed to help address these
issues. Although simple in its form and application, it has proven
effective in a multitude of change situations.
What
Makes a Good Change Agent?
by Dagmar Recklies
In the light of the many problems and risks associated with change
projects, the change agent has a very important function. The change
agent’s or change leader’s capabilities have a major impact on
success or failure of the project, and on the extent of potential
unwanted side-effects. The following article describes
required capabilities of good change agents.
The Role of the
Change Master - From Change Agent to 'Change Master'
By Ruth Tearle
A change agent may be a full time organisational development
professional, a leader of a division or a middle manager charged
with the responsibility of bringing about a change in his/her area.
Anyone involved in helping a team achieve something new becomes an
agent of change. Depending on the type of change he/she is tasked
with, a change agent may perform any of the roles discussed in this
article.
However a change master, is able to perform all of these roles.
Managing
Change - Definition and Phases in Change Processes
by Oliver Recklies
Managing change is a challenging task. If you ask employees what
they think about change, you will normally find that most people
have negative attitudes and perceptions towards change.
This article attempts to provide an introduction into change management.
It defines what change is and describes seven phases of change
processes.
Problems
in Managing Change
by Oliver Recklies
The process of change has impact on the whole organization and on
all individuals working there. Successful change requires the
participation and acceptance of everyone in the the organization.
That makes change management a challenging task.
This article provides a systematic overview on potential barriers to
change and gives some advice on how to make change successful.
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To the Desert and Back: The Story of the Most Dramatic Business
Transformation on Record
by Philip H. Mirvis, Karen Ayas, George Roth
To the Desert and Back tells the inside story of the transformation
in the words of the people in all quarters of the company who made
it happen. It documents five years of personal soul-searching,
teamwork, companywide learning conferences, memorable journeys to
the mountains and desert, and inspired promotions that show how
these efforts produced a remarkable top-to-bottom turnaround.
more about this book
Transformation Management (Transformation and Innovation)
Ronnie Lessem, University of Buckingham, Uk and Alexander Schieffer,
University of St. Gallen, Switzerland
Read a sample chapter of this book
here on
our Management Portal
Beyond Change Management: Advanced Strategies for Today's Transformational Leaders
by Dean Anderson, Linda Ackerman Anderson
Beyond Change Management-the only book specifically about the
interaction of leadership style, mindset, and the change
process-revolutionizes leaders' approach to transformational change.
Shattering the myth that transformation can be managed, this
book-part of the Practicing OD Series--offers you new directions and
ways of thinking and behaving that are essential for successful
change.
more about this book
Strategic Organizational Change
by Michael Beitler
In this book, Dr. Beitler begins by providing a systematic approach
for diagnosing organizational problems. Then he offers his
step-by-step approach for designing and implementing organizational
change interventions. Everything is written in a practical,
easy-to-follow style, with an abundance of checklists and practice
tools.
more about this book |
