Game On! - Engagement - Players and Managers
Why Change Management Efforts 'Really' Fail!
Engagement consists of four activities – educate, communicate, facilitate and alleviate. Change resilience can be achieved through engagement. When excessive amounts of change are taking place, employees can become disengaged.
A HBR article (2010) summed up constant change. It said
“The companies most likely to be successful in making change work to their advantage are the ones that no longer view change as a discrete event to be managed, but as a constant opportunity to evolve the business."
Book Review - Lean Change Management
Bruce Harpham recently wrote an article published in CIO called “8 ways you’re failing at change management “ (Jan 3, 2018).
The article explores the 8 most common ways that change management efforts fail.
Whilst I agree with some of what Harpham has written, I think some of his observations fail to reflect the world in which are currently living.
Are you passionate about bringing meaningful change into your organization? If the answer is yes, then this book is for you.
If you want to add to your change management toolkit with ideas from Agile, Lean Startup, neuroscience, psychology, and organizational development, then this is a must read.
Karen's Conversations #30
Change is now constant and complex. There is no time to take breath and wait for one change to be embedded before moving on to the next. Changes are hitting us like an automatic rifle. The old scattergun effect of dealing with change is dead.
In this post, I would like to explore the roles we need in the organisation to manage in a VUCA world.
Constant Change is the New Black!
The tables get turned in Karen's Conversations #30 when Breed Barrett chats to Karen about her change in direction and her focus on organisational change. Karen describes how the organisational change management world needs a major shake-up and wake-up if organisations are going to survive.
Karen's Conversations #29
Constant change is the new norm.
We do not have the capacity to “manage” people through three phases of transition in a world that is now described as VUCA – volatile, uncertain, complex and ambiguous, in which change is constant.
The existing approaches to organisational change management are simply not suited to a VUCA world.
Karen's Conversations #28
VeriSM Exposed. Can another approach really add value?
I talk to Claire Agutter - Chief Architect - about VeriSM and we answer the questions everyone is asking.
Book Review - Tribal Unity by Em Campbell-Pretty
In Karen's Conversation #28, I talk with James Gander about DevOps and whatever happened to the dead cat!
The Start of Something Big!
This book is for everyone who aspires to make their workplace a great place to work.
Organisational change management as an approach needs to undergo radical transformation if it is to be of any value when constant change is the new black! Organisational change management practitioners will have to fundamentally change their thinking and approach to be relevant.