Change Management Articles

What Would You Do if You were Not Afraid?

by Kevin Dwyer

When interviewing prospective recruits or to get people focused on what is important to them, I often ask people a simple question to provoke them to think and to talk, although not always in that order.

Training is Not Enough

by Kevin Dwyer

Organisations spend a lot of money on training. I fear that if they looked back over five years at the changes in behaviour that their training had brought, they would say, "Not enough".

Managing Change: The Simple Approach

by Kevin Dwyer

Change management is treated by many as an ethereal topic; a mystical process overlayed with a lot of "magic happens here". In my experience, there are four main parameters to be considered to make change happen.

6 Signposts for a Successful Journey

by David Krueger MD

Six principles of a navigation of change. Presenting the basic steps of mind over matter success strategies.

What to Do When Trust is Low

by rick maurer

Trust is the most important part of leading change. This articles tells you how you can build trust in your organization starting today.

Midlife Career Change

by Jenni Proctor

Around 40 is often an age when people take stock of their lives and a niggling fear starts to creep in......."If I haven't achieved my dreams now maybe I just have to give up on them."

Career Development and Counselling

by Jenni Proctor

Changing careers after 50 is not easy but it is possible. Over 50s know they have a lifetime of transferable skills and experience that can be applied in different contexts. The challenge is to convince others that those skills and experience are just what they need.

How to Prevent Implementation Failure

by Kevin Dwyer

Failure to implement the recommendations of an investigation into what ails an organisation is a norm for most organisations. For some organisations it is a serial norm.

Transfer Skills for Change

by Dr. Ellen Weber

When it comes to skills to be transferred into new contexts, it helps to pair mentors and apprentices, who practice and adjust to improve a bigger picture. Skill transfer often introduces new technologies that require staff to unlearn old practices,

Leading Change; Four Principles for Staying in Control

by Kevin Dwyer

When leading a change programme, the bare minimum requirement of a leader is to be seen to be in control. The people you are leading will have a range of anxieties about the change which different individuals will feel to a different depth.

Are You Changing With the Times or are You Going to Be Left Behind?

by Tim Connor

If everything you are doing is working to your satisfaction then I will bet you are growing and changing. The question is, are you anticipating the need for these changes before you need to make them or are your competitors beating you to the punch?

Change Management Strategies: 6 Ways to Take Your Organization to Next Level

by ArLyne Diamond

In Today's rapidly changing technology, adapting to new demands is an important mechanism for both personal and organizational survival. Individuals and groups that do it well seem to be more successful than those that resist and accept the inevitable slowly.

Eliminate Change Mismanagement with Result-Performance Management

by Harry Greene

Conventional enterprises waste a lot of money on change management because they can not manage change R-pM builds in on-going natural change with professional management capabilities

18 Caveats On How Not To Change

by David Krueger MD

Caveats on how to avoid change address. tongue-in-cheek, precise reverse images of strategies to insure success.

Some Paradoxes and Antipodes of Successful Change

by David Krueger MD

32 paradoxes of change outline success strategies of transitions.