The ‘change curve’ derived from the work of Kubler-Ross, describes the internal emotional journey that individuals typically experience when dealing with change and transition.
Kurt Lewin was a modern pioneer in social, organisational and applied psychology. He was also a physicist and explained organisational change using the analogy of a block of ice.
Identifying and analysing the impact of change is one of the keys to effective change management planning. It helps to avoid or at least minimise the disruptive impact of change and support the positive aspects of it.
For change to occur a number of factors need to be in place. Beckhard and Harris put these factors into a change formula. This change formula is deceptively simple but extremely useful.
It’s increasingly recognised that a stronger focus on people skills is essential, for achieving not only project and change success, but also personal success.
The launch of ‘Gower Handbook of People in Project Management‘ by Gower Publishing is evidence that the importance of the people element of project management is being increasingly recognised, with a real thirst developing for more understanding of this critical area.
The idea of Establishing a Sense of Urgency is from John Kotter’s 8 step change model. It takes a lot of energy to shift away from the status quo and move towards what you want instead.
The Effective Change Manager’s Handbook, the official guide to the CMI Body of Knowledge, is designed to help practitioners, employers and academics define and practise change management successfully, and develop change management maturity in their organisation.
Before people can fully embrace the new, they need to be given the time and space to let go of the past. It’s inevitable that there will be a period of disruption and disorientation before this happens.
This article explores the relationship between empathy and assertiveness, showing how they can combine effectively to offer a route to more consistent success in project and change management.
This webinar will help you tackle change head on, making sure your company can change faster than the world outside. You’ll learn some invaluable practical ways to do this.
Most change situations involve having to learn something new or doing things in a new way, breaking the default pattern of thought that you follow automatically and replacing it with a new pattern. Naturally, a dip in performance can follow.
In Titanic Lessons in Project Leadership, we see how ‘small’ and easily overlooked behavioural and communication issues can build into seemingly unthinkable errors.
The constantly increasing pace of change can leave organisations in a state of flux. We need to weave it into the DNA of the organisation so that everyone is comfortable getting on with making change happen.
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