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The More Things Change, the More Our Objections to Change Stay the Same - Bill Taylor. By Bill Taylor | 11:00 AM September 4, 2013 One of the very first articles in the very first issue of Fast Company, a magazine I started 20 years ago with Alan Webber, is a smart and entertaining list compiled by E.F.

The More Things Change, the More Our Objections to Change Stay the Same - Bill Taylor

Borisch, product manager at a long-established outfit called Milwaukee Gear Company. Borisch’s article was titled, “50 Reasons Why We Cannot Change,” and it offered a clever and entertaining collection of objections to and worries about the hard work of making real progress. Reason #1: “We’ve never done it before.”

Reason #4: “We tried it before.” Now here’s the punch line: E.F. 4 Reasons Your Employees Resist Change. As an entrepreneur, your challenge is to create, re-create, and move ahead.

4 Reasons Your Employees Resist Change

In doing so, you have to appreciate that, while you’re charging full steam ahead, others may be a bit more cautious, or even fearful, about the change you’re trying to create. As a pragmatic leader, you need to understand why others resist your ideas. That means focusing not just on where you want to go but also on the hesitations of others. The Gallup Blog: Four Rules for Successful Change Management. By Jeff Durr, Senior Managing Consultant, and Craig Kamins, Subject Matter Expert We, at Gallup, hear all too often from senior leaders who are frustrated with change management initiatives that are failing.

The Gallup Blog: Four Rules for Successful Change Management

Leaders continue to fall short of their goals with change programs, whether it is a new product launch, an organizational restructure, a new customer service program, or an effort to increase cross selling. Leaders can increase their probability of success with any change initiative by keeping in mind these four simple rules. 1. Do not delegate large-scale organizational change to middle management. 2. 3. At the same time, true organizational change challenges the status quo and resets underlying workplace issues.

The Secrets Of Generation Flux. If Wes Anderson ever conjures up a hipster mad scientist, he'll look a lot like Aaron Levie, the cofounder and CEO of an Internet company called Box.

The Secrets Of Generation Flux

Levie's a mess of jangly nerves, topped by a wild mop of hair that he frets as he talks. And, man, can Levie talk, with a motormouth for technology, venture capital, corporate strategy, business history, startup culture, economic forecasting, and on and on and on. He showed up late for our lunch in Manhattan's Tribeca, but not for lack of trying: He had actually run through the streets trying to arrive on time. "Fortunately, I have this," Levie told me, pulling out an inhaler. Looking at him standing there, panting yet still bursting with kinetic energy, I could plainly see the vestiges of the kid he used to be. Levie is a dropout from the University of Southern California. Generation Flux describes the people who will thrive best in this environment.

This is the great challenge of 21st-century leadership. Open Revolution. Net Impact's Army for Good and the Rise of the Enlightened Merchant. Making time management the organization's priority - McKinsey Quarterly - Organization - Strategic Organization. When a critical strategic initiative at a major multinational stalled recently, company leaders targeted a talented, up-and-coming executive to take over the project.

Making time management the organization's priority - McKinsey Quarterly - Organization - Strategic Organization

There was just one problem: she was already working 18-hour days, five days a week. When the leaders put this to the CEO, he matter-of-factly remarked that by his count she still had “30 more hours Monday to Friday, plus 48 more on the weekend.” Extreme as this case may seem, the perennial time-scarcity problem that underlies it has become more acute in recent years. The impact of always-on communications, the growing complexity of global organizations, and the pressures imposed by profound economic uncertainty have all added to a feeling among executives that there are simply not enough hours in the day to get things done. Fortunately, this also means that the problem can be tackled systematically. Approaches like these aren’t just valuable in their own right. Time: The ‘infinite’ resource Interactive Initiative overload. Increasing the 'meaning quotient' of work - McKinsey Quarterly - Organization - Change Management. Musicians talk about being “in the groove,” sportsmen about being “in the zone.”

Increasing the 'meaning quotient' of work - McKinsey Quarterly - Organization - Change Management

Can employees in the workplace experience similar performance peaks and, if so, what can top management do to encourage the mental state that brings them about? We’ve long been interested in work environments that inspire exceptional levels of energy, increase self-confidence, and boost individual productivity. When we ask leaders about the ingredient they think is most often missing for them and for their colleagues—and by implication is most difficult to provide—they almost invariably signal the same thing: a strong sense of meaning.

By “meaning,” we and they imply a feeling that what’s happening really matters, that what’s being done has not been done before or that it will make a difference to others. The idea of meaning at work is not new. Meaning and performance. The One Thing You Need To Create Change. Leadership and the art of plate spinning - McKinsey Quarterly - Organization - Change Management. I often ask business leaders three simple questions.

Leadership and the art of plate spinning - McKinsey Quarterly - Organization - Change Management

What are your company’s ten most exciting value-creation opportunities? Who are your ten best people? How many of your ten best people are working on your ten most exciting opportunities? It’s a rough and ready exercise, to be sure. But the answer to the last question—typically, no more than six—is usually expressed with ill-disguised frustration that demonstrates how difficult it is for senior executives to achieve organizational alignment.

Top 10+ key lessons from culture change - change management. What does it take to build a strong culture?

Top 10+ key lessons from culture change - change management

That’s a tough question. Too many organisations go about the wrong way in creating corporate culture change. That probably explained why many of the corporate culture change initiatives failed or that that they cannot be sustained. It is not too surprising that many leaders and managers doubt whether it is possible to change corporate culture in the first place. Dealing with Fear of Change. 41 Change Questions. Change is the only constant in the world, there’s no doubt about it.

41 Change Questions

Today more than ever, businesses must face – and effectively manage – rising change and complexity. Uncertainty is everywhere we look. From marketplace shifts to surprise disruptions, managing this new reality is not an easy task. If you think about our organizations today, they are all part of a dynamic business network of relationships with customers, partners and suppliers that shape the way we do business. Consumer expectations are escalating and competitors and partners of any size can arise from anywhere around the globe.

Change Readiness. Is change readiness is the new change management?

Change Readiness

Why can some companies take advantage of any change the market brings, while others struggle with the even the smallest internal or market-necessitated modification? The reasons why will differ for each organization, but the question is definitely worth asking – especially in light of the fact that the pace of change is accelerating at the fastest rate in recorded history. 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. So is change readiness is the new change management? Change readiness is the ability to continuously initiate and respond to change in ways that create advantage, minimize risk, and sustain performance.