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Leading Organizational Change -
In this collection, six authors
provide important strategies for leading change in any organization. Share
these four articles with partners in change management to help develop a
consistent philosophy and style. Share them with clients to help clients
understand their part in the change process.
(Click
here to order)
Surely We Can Do Better Than This -
Why do organizational changes so often fail?
Chris Edgelow reviews the ways consultants may contribute to change
failure and offers seven strategies for doing better.
Organizational Change, Managers Can
Help - Paula Griffin reviews the results of research on what
managers can do that will make a difference
Lead Change With a Leadership Network - Want
change to really happen and really stick? Work with a network of
leaders. Jeff Evans and Chuck Schaefer, authors of Ten Tasks of
Change, tell you how.
Tools
for Organization Change -
This collection offers seven articles providing a variety of tools used
by consultants involved in organizational change. These tools include
models like Weisbord’s Six Boxes and Bridges Transition Model, a
process-change model, a communication plan for change projects, and some
ideas for ways to mark important transitions.
(Click here to order)
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Seven Models For Leading Transitions -
Paula Yardley Griffin reviews seven simple models used by change
consultants everywhere (and a few of the corollaries to these models
too).
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Communicating Change - Marty Nord
offers ways to power any change program with a communication plan and a
coalition.
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S elf
Design For Lasting Change - Neil Simon outlines the
steps in a method for changing processes and systems and provides
examples of each step.
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Lead Change in Educational
Organizations With Appreciative Inquiry - Nancy Stetson
and Charles Miller review the principles of this important tool
and show how to use it with normally resistant groups, like
educators.
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Wallybird: The Power of Ceremony -
Suzanne Young relates the story of Delta Airlines use of
ceremony and symbols in their merger with Western Airlines.
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How Shall We Say Goodbye? -
Paula Yardley Griffin has some ways to mark those important
transitions...so people can let go.
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Time For A Rite Of Passage? -
Debra Hansen proposes some ideas for marking those important
transitions.
Principles of Whole-System Change -
Whole-system
change involves getting the entire system — a 20 person department, a
2500-person division, or representatives of an entire community — into
one room for long enough to have a shared understanding of history,
priorities and actions needed. It is changing the way organizational
change is done. These articles explain the underlying principles of
these methods.
(Click here to order)
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Large
Group Interventions Have Changed Our Consulting - Billie Alban and
Barbara review the way the foundational principles of these methods have
changes the way they do everything else.
Purpose is the Cornerstone - Dick and Emily Axelrod describe how
purpose enables people to find meaning in change.
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The
Values of Whole System Change - Kathleen Dannemiller
comments on the values that support whole-system change.
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Purpose Unleashes the Magic - Kathleen Dannemiller and Al Blixt
explain how to keep purpose at the forefront of a change effort.
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Sustaining Large System Change - Mary E. Weiss reviews the
critical success factors in following up on whole system change
events.
Organizational Project
Management -
This issue focuses on resources for project
managers — ways to help them plan for success in all their projects. Two of
the articles focus on planning skills for managers of technical projects.
The other three are applicable to all kinds of projects, including
organizational change efforts. You’ll find these compact two-page articles
will be powerful aids in training as well.
(Click
here to order)
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 Take
the Surprises Out of Project Management - Irene Frielich shows you six
ways to avoid surprises both for you and for the client.
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Twelve Steps to
Managing Organizational Change - Lois Zachary Lois describes the
steps involved in managing these kinds of complex projects. It‘s
easier when you take this step by step approach.
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The Magic Triangle
- Judy Feld describes the three points of negotiation in every
project — quality, cost and time.
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Coaching IT Project Management -
Doug Griffin asks "Can coaching combine with consulting to improve the
way IT projects are managed?" "Yes", and Doug has some hints on
how to do it.
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Two IT Project Management Tools - Doug Griffin
reviews two essential tools that can help bulletproof your technical projects: Risk Analysis and Issue Management
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The Human Side of Project Planning -
Paula Yardley Griffin reviews two tools that will help ensure
success of any project: Support Analysis and Force Field Analysis. We
predict you will use them every time.
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