Change is an inevitable, all pervasive part of life and organizations need to predict and plan for future changes. People are programmed psychologically to resist change as they prefer status quo and familiar situations, dislike cognitive dissonance, and abhor the unknown. We have a look at change resistance, why it is important and how to overcome it in this CQ Dossier.
Managing change is one of the most fundamental skills you need to succeed in an organization. It doesn’t matter whether you work in a private, a public or a non-governmental organization. Every time you want to launch a new product or service into the market, introduce a new IT system or just convince people to stick to a new process, you need change management skills. This is why in this blog post we summarize the top 12 reasons why change management initiatives fail and provide you some best practices on how to fix them.
The terms change agents, change champion or change catalyst have become an integral part of jargon in almost any type of organization. We provides practical tips on how to best utilize change agents, their benefits and limitations.
Field Configuring Events is a new concept from organizational science that provides valuable insights into how change happens on a micro-level. It emphasizes the role of change events such as meetings, projects, workshop and conferences play in driving change.
In your professional life you will most certainly face situations were only an organizational transformation can move you and your organization out of harm's way. New regulatory frameworks, disruptive innovations, financial crisis are some examples of events where gradual or incremental change reaches its limits. Learn how transformational change works in this CQ Dossier.
One of the most powerful tools to manage change is language. Depending on how you use it, language can enable, block or drive organizational change. While the role language plays in organizational change has not yet been fully recognized in the practical domain, the social sciences have started the so called linguistic turn years ago.
Psychological research has consistently demonstrated that one of the largest influences on employee performance, satisfaction, motivation, and collaboration ability is organizational culture (Belias & Koustelios, 2014). Organizations that are warm, interdependent, and dynamic are typically healthier, more thriving organizations. Conversely, organizations that are cool, judgmental, or alienated typically have negative workplace outcomes, low retention, and low employee satisfaction.
Dynamic, vibrant organizations must be receptive to making big, necessary changes. Whether it’s undergoing a shift in goals to meet the changing nature of the economy, or altering work processes to boost productivity and other outcomes, change is essential, but difficult.
How should you as a professional go about instituting new work processes or eradicating unproductive or bad habits in your organization, team or project? We provide you some of the latest, science-supported tips for breaking bad habits and behavior change.
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?