Change Management

  • Balancing Top-Down and Bottom-Up Change Processes
    Managers' behavior is the single most important variable in the success or failure of any organization's change or improvement effort. This starts with recognition that the organization is full of current or potential change champions. More
  • Change is Life
    The faster the world changes around us, the further behind we fall by just standing still. If the rate of external change exceeds our rate of internal growth, just as the day follows night, we will surely be changed. More
  • Change Management is an Oxymoron
    Change can't be managed. Change can be ignored, resisted, responded to, capitalized upon, and created. But it can't be managed and made to march to some orderly step-by-step process. More
  • Changing Me to Change Them
    "We must be the change we wish to see in this world." — Mahatma Gandhi, Indian nationalist and spiritual leader who developed the practice of nonviolent disobedience that forced Great Britain to grant independence to India in 1947. More

  • Education and Communication Build Commitment
    If we want people on our team or in our organizations to behave like business partners, we need to treat them that way. Education, combined with powerful communication systems, processes, and practices, is one of the keys to organizational learning and innovation. More
  • From Phase of Life to Way of Life
    We need to be careful about what we wish for – the popular goals of security, stability, and predictability are deadly. The closer we get, the more our growth is stunted and learning reduced. More
  • Growing at the Speed of Change
    Change happens. We can't control much of the world changing around us. But we can control how we respond. We can choose to anticipate and embrace changes or resist them. The choice is ours. More
  • Growing with Change
    Grow with change by focusing on a vision, choosing your outlook, seeking authenticity, committing yourself with discipline, and continue to grow and develop. More
  • Harnessing the Energy of Change Champions
    When I look back at the hundreds of team or organization changes I've been involved in during the last three decades, the most successful – and certainly all major ones – were driven by "monomaniacs with a mission." More
  • More Change Demands More Leadership
    Now, more than ever, organizations need the bonding glue of a strong culture to hold everything and everyone together. At the core of that culture is a strong leader pulling the team together. More
  • Navigating Change and Adversity
    'Embrace change' is a useless platitude. We often don't choose the difficulties or negative changes that spring upon us. But we always choose how we respond with these 'how-to' steps for staying above the line. More
  • Nurturing Change Champions
    A good change champion is passionate about their cause or change. We can't harness or manage champions. Often we're best to point them in the right direction and get out of the way. Then sponsor and protect them from the bureaucracy when they need it. More
  • This Crazy Period of Constant Change is Normal
    First, we need to accept that our frenzied pace of change is the new "normal." Then we must help others in our company understand why this is the case and become energized by the exciting possibilities offered by change. More
  • Why Most Change Programs and Improvement Initiatives Fail
    Some change and improvement efforts have been hugely successful, others have been somewhat successful, and some ended up in the swamp. In reviewing the results, it is clear that a core number of execution problems or failure factors are common to all of the team, organization, and individual improvement efforts. More


Organization Improvement