by Marsha Hughes-Rease Although this experiment is attributed to Harry Harlow, a social psychologist, it is impossible to find the original research. But, since I am into metaphorical thinking, it suits my needs to explain what is often seen in organizations when the question is asked “why are you doing this?” In the alleged research […]
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Leading Organizational Change – Part IV
Personal Change and Development Using the Organizational Change Model by David Grau The framework used for implementing change in organizations is a close analogue to the change process used by individuals seeking to move to their next higher level of performance. Executives find it valuable to work with a coach who is an objective, outside observer. […]
Leading Organizational Change – Part III
Strategy Execution by David Grau Strategy execution is where breakdowns in the change process usually occur. Great plan, poor execution. Here are suggested best practices for change leaders and the work groups they sponsor: Executive Sponsorship Sponsors are executives that take the lead on behalf of the leadership team to ensure that each strategy is executed […]
Leading Organizational Change – Part II
Creating a Pathway for Achieving the Goal by David Grau The leadership needs to resist the temptation to do everything that everyone can think of to achieve the desired future state of the organization. If there are too many priorities they will compete with each other and little will get done. Here is an approach […]
Leading Organizational Change – Part I
Making the Case for Change by David Grau We live at a time when the pace of political, economic, social and technological change is accelerating, creating an ongoing impact on our organizations. It is not only the rate at which change is occurring but also the complexity of those changes. Those external changes create an imperative […]