Change Management Articles

Control The Life-Shaping Power Of Your Thoughts and Attitudes
Step 2: Adopt the Right Mindset

THE SCIENTIFIC ARGUMENT FOR OPTIMISM

There’s a hot new field of research in the behavioral sciences. It’s called positive psychology, and it’s proving that attitude profoundly affects performance. Study after study spells out the benefits: Optimists get paid more, are healthier, win more elections, live longer, plus are better at dealing with uncertainty and change.

A lot of people have pretty much felt this at a gut level. What’s new is the confirming evidence from...

One Traveling Companion Of Change
Step 2: Adopt the Right Mindset

Change...

Sometimes you can see it coming. Other times you just get a feeling inside, the vague sense that something big, something different is coming down. But now and then it takes you totally by surprise. Regardless of how it approaches, though, change usually comes with a traveling companion:

Uncertainty.

This uncertainty often blankets us well before the actual changes arrive. Like a descending fog that marks a shift in weather, uncertainty...

Three Major Forces
Step 1: Understand What’s Driving Change

We could identify a wide range of factors that are reshaping our world and the way we live. But let’s focus on three major forces.

1. People

Here's the most obvious reason why we’ll see an even faster rate of change in the years to come: Mother Earth is producing a lot more people. And people cause change. Like, they make stuff. They come up with new ideas. They compete for...

Rev Up The Organization's Operating Velocity
Acceralate

Old time supervision tends to slow things down. By comparison, management now should focus on acceleration of the enterprise. Your efforst should be shifting away from traditional governance and toward gunning it. The idea is to put as much kick as you personally can into the way the organization operates.

These days success depends on speed. Quick is what files the edge on your outfit’s ability to compete. So you must become an accelerator, looking for every opportunity to increase...

Speed Does Not Come For Free
Acceralate

In the scientific terminology of physics, energy is specifically defined as “the capacity for doing work.”

By now, most of us have heard the message at work. We know the push is on to pick up the cadence. To adapt quicker to change. To produce ever-better results, and do so at a faster clip. But speed doesn’t come for free. In fact, going faster gets expensive in a hurry when we consider the fuel consumption—the energy—it involves.

We’ve all had the everyday experiences of...

A Slow-Paced M&A Integration Is A High-Risk Strategy
Acceralate

The most common complaint employees have in the typical merger sounds like this:

“Nothing’s happening . . .
Why don’t they get on with it? . . .
They’re moving too slowly.”

Instinctively, the employees seem to know what’s best. Certainly they know what they want, and that is for top panagement to get the merger over and done with instead of letting it drag on and on. Employees need answers. They want closure. What they can’t stand is “not knowing,” and having to...

Think of Resistance To Change As Sort Of Like Body Temperature
Step 5: Manage Resistance

You can expect a certain amount of resistance, at least from some people. Human nature is predictable enough for us to expect that certain employees will not readily embrace the changes.

The main key to managing resistance effectively is to actually invite it. Get it out into the open. Then, at least, you are in a position to analyze it and work toward overcoming it.

Sometimes you can reduce the resistance by giving subordinates a good understanding of the rationale for the...

Rapid Change Calls For A Rapid Response
Acceralate

Rapid change calls for a rapid response, but people often bog down in planning how to react. They confuse getting ready with actual progress. They diddle away precious time preparing to do something.

You can analyze the situation to death: Weigh the facts . . . consider your options . . . get organized . . . calculate the best plan of attack . . . then take forever to debug that plan.

Meanwhile, the beat goes on. Change, and the problems it creates, won’t wait...

The Quicker the Change Effort Gains Momentum, The Harder It Is To Stop
Acceralate

Resisters rely on a strategy of delay. Naturally, speed is the adversary they fear the most. They hate “fast.”

Actually, the resisters don’t really even want “slow”. . . they want “not at all.” “Slow” is just the argument they use to get there. Their behavior is carefully calculated to make the change process stall.

Resisters wag their heads and warn about the risks of rapid change. They condemn speed as reckless, shaming those who are in favor of quick execution. They...

Help Create a High-Velocity Operation
Acceralate

Examine the corporate body count over the last dozen years or so. What you’ll find is that “slow” kills companies. And that, of course, means the death of many careers.

To survive—certainly to gain any competitive advantage—your organization must travel light and cover ground quicker. That drives the decision to decentralize, to delegate decision-making power. That’s why it’s important to erase boundaries between different parts of the organization, so work flows seamlessly and...

Good Goes Bad In A Hurry
Acceralate

When change hits, a common response is caution. Faced with the unfamiliar, surrounded by uncertainty, the organization gears down.

On the surface it makes sense. You really can’t do much to reduce the speed of change. But if you slow down, you somehow feel a little safer. So people put on the brakes, hoping to buy some time.

But change won’t wait on you. You simply don’t have time to take your time.

“Carefulness” actually gets dangerous when it creates a culture of...

Don't Choose Your Own Pace of Change
Acceralate

Some people fully intend to accept change, they just want to adapt according to their own schedule.

These folks cooperate . . . up to a point. They really don’t mean to resist change, but they do want to stay in their comfort zone. Their plan is to minimize stress by “pacing themselves.”

This behavior is based on several faulty assumptions.

First of all, let’s examine the mistake that comes in assuming we’ll feel less stress if we move slowly to change. Sure, we...