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Clients typically have one of two reactions to the term “change management” . The first is aversion (“That’s something we’ve never done well.”) and the second is confusion (“What’s that really mean anyway?”). No matter which side of the coin you find yourself, once the need for a formal change management strategy has been established, the below questions are soon to follow: To which change theory or methodology do you subscribe? Which change model do you use? To answer these questions it is best to start by simply talking about what managing this change will mean for your organization. The Skinny on Change As in any other field, theory has its place when it comes to managing change. The discipline certainly draws upon concepts rooted in behavioral science and systems thinking; which expert practitioners have used to establish what appear to be distinctly different approaches to effective change management. In reality, all operate on the common underlying principle that change does not occur in a vacuum. It impacts entire organizations from processes to systems to the people within them. The difference lies in the specific steps taken to achieve success. Kurt Lewin, renowned for his “Unfreeze-Change-Freeze” model, suggests that there…

Complacence

Created on Tuesday, 01 October 2013 by

It is no longer safe to be complacent in HR. Outdated HR Service Delivery models are as efficient as jumping in a lake with a concrete swimsuit. Let’s face it folks – maintaining the same HR organizational structure of 5 years ago is a business risk. Between the rapidly shifting demographics of the workforce to the overwhelming pace of innovation in technology, business has to fundamentally change how it operates to maintain a competitive edge; HR must be on the driving edge of this change. Vinnie Mirchandani (The New Technology Elite) introduces us to a representative of our future workforce – Meet Josh, age 12:

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