Change has become an everyday part of organizational dynamics. Any organization that will not make changes risks being left behind, forgotten, risks competitors driving them out of business or faces possible closure.
Top 30+ must reads on change management
#1 – Basic change management questions to consider
Change programs that succeed put an equal emphasis on both performance and health in answering seven basic change management questions that should shape any change program.
#2 – Leading change – Questions to ask first
Before implementing any grand change ambitions, leaders should first stop and ask seven important questions.
#3 – What questions to ask before embarking on any organizational change
Deciding what to change is one thing. Making changes stick is another. To improve your odds, use this change management checklist.
#4 – Avoid pitfalls of organizational change
Leading your company through change has become different from how it was ten to twenty years ago. Without foresight and preparation, organizations succumb to pitfalls that are typically foreseeable and avoidable.
#5 – Beat the transformation odds
Making change happen, and making it stick. A SORTED approach to successful transformational change
#6 – Creating a sense of urgency alerts the organization that change must occur
Does change management need a sense of urgency? A burning platform?
#7 – Change management require a compelling story
Change management require a compelling change story, communicating it to employees and following it up with ongoing communications and involvement. But in practice there are some pitfalls in achieving the desired impact. What motivates leders doesn’t motivate most employees.
In an era of uncertainty the capability to change is now the difference between surviving and thriving – a strategic asset
#8 – Employees’ emotions are where the momentum for real change lies
Many leaders excel at building the rational case for change, but they are less adept in appealing to people’s emotional core. Yet the employees’ emotions are where the momentum for real transformation ultimately lies.
#9 – See – feel – change is more effective than analyze – think – change
Both thinking and feeling are essential, but the heart of change is in the emotions.
#10 – The role of feelings
Leading transformational change requires an intimate understanding of the human side.
#11 – ”We” need to change “them”
To many leaders still believe that “we” need to change “them” is the way forward when it comes to change management.
#12 – Overcoming barriers to organizational change
Overcoming barriers to change in an organization can be difficult!
#13 – Resistance to change is normal
Resistance to organizational change is rarely irrational. Employees resist change efforts from a perspective that makes perfect sense to them.
#14 – Battling with change resistance
Resistance to change is inevitable, and management must be prepared to respond to it.
#15 – Key elements in reducing resistance to change
Each change programme will have to be implemented on its own merits. But there are things we can do to reduce the level of resistance.
#16 – Increase engagement when leading change
Successful transformation also generates “soft” benefits, such as trust, new organizational capabilities, and emotional commitment among employees. When leading change increase engagement by asking questions.
#17 – Storytelling an important part of change management
#18 – Reduce the time an organization needs to navigate change programs
Social media tools can reduce the time an organization needs to navigate change programs and deliver a better change experience from the employee’s perspective – this, in turn, builds a foundation for employees to be more continuously change capable in the future.
#19 – Organizations don’t change. People do – or they don’t
If employees don’t trust leadership, don’t share the organization’s vision, don’t buy into the reason for change – there will be no successful change – regardless of how brilliant the strategy.
#20 – Change management is not an event
Many change initiatives fail because too many managers don’t realize that transformation is a process, not an event.
#21 – Dolphins not whales
Change management is a dolphin, not a whale. What? Wait. Dolphins and whales? What have dolphins and whales to do with change management?
#22 – The power of small wins
When you have a daunting mountain to climb, it is often best to break it into molehills. Large change management problems are best broken down into smaller ones with concrete achievable goals.
#23 – Real change management happens at the bottom
Change efforts must include plans for identifying leaders and pushing responsibility for design and implementation down trough the organization.
#24 – How to measure change management success
Change measurement should be considered during the planning of change and before any action is undertaken.
#25 – Is change readiness is the new change management
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.
The price of doing the same old thing is far higher than the price of change
#26 – Bridging the gap between success and failure
Why is there this “change gap” between success and failure?
#27 – Change is changing – Riding the wave of change
Companies need change leaders! People comfortable with the new and happy operating in an environment of uncertainty and chaos.
#28 – Rethink change management
#29 – Organizational change capability a competitive advantage
A company that is adept at managing change remains agile and can continuously generate sustainable competitive advantage.
#30 – Change management comics
Is there humor to be found in change management? This article gives an overview of the top change management comics.
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