Change Management Resources
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Scooped by Deb Nystrom, REVELN
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New Online Edition Coming: Practicing Organization Development: A Guide for Consultants

New Online Edition Coming:  Practicing Organization Development: A Guide for Consultants | Change Management Resources | Scoop.it

A new, 4th edition and NOW online guide, easily updated, is coming, helpful to organization development and change management practitioners everywhere.

Here's the print version, listed at Wiley.  2nd Edition - William J. Rothwell, Roland L. Sullivan



Deb Nystrom, REVELN's insight:

I'm thrilled to have been invited to submit a chapter on organization development, change management and change leadership for review for late August.   A colleague who is finishing is PhD, Ron Koller, will also be submitting his new research for another chapter based on change resistance.

I am looking forward to working through what I've learned in my change experiences over the past 20 years at a major research university as well as as an independent in the last 5 years, working with businesses to share practice, actionable lessons learned.  ~  Deb

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Scooped by Deb Nystrom, REVELN
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Top 20+ change management mistakes to avoid

Top 20+ change management mistakes to avoid | Change Management Resources | Scoop.it

"This list top 20+ change management mistakes will strike a chord on what works and especially what doesn't in leading change."


Torben Rick has compiled some classics nuggets to help you avoid the landmines. Daryl Conner's change commitment curve and a Dilbert transformation & change comic are included.


Excerpts:


#11 - Failure to understand and shape the informal organization
Organizations usually have networks and coalitions of people that help shape opinion. They can either accelerate or retard change. Ignoring or circumventing these groups can result in increased resistance.


#15 - Lack of Skills and Resources
Organizations often simply fail to commit the necessary time, people, and resources to making change work. Successful behavior change often demands the very skills the change is trying to create.  (DN:  Instead of this being a paradox, create it as a challenge goals with milestones of success, including success stories to share.)


#18 - Using the wrong indicators to measure progress
When a major change effort gets under way, executives often are scared off by the symptoms of their success. Don’t panic if you see problems vis-à-vis morale, job stress, loyalty, the trust level or job satisfaction. It could be proof that you’re doing precisely the right things.


#19 - Assume the change is complete once initial goals are achieved
Declare victory too soon, and the focus will be taken away from your efforts.  Successful companies consistently re-evaluate their change efforts to determine where other areas can be improved, such as employee development and retention, new projects and new systems and structures.


Access the full list here.

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