OCM

06
Sep
2016
selwyn

Five Tools to Improve Change Agility

Your CEO just put it out there for all to hear.  “The pace of change in our markets continues to grow, and we just aren’t keeping up.  We need to be more agile to change.”

01
Feb
2012
selwyn

Leading Across Cultures - The Lewis Model of Culture

Lewis model of culture

Demonstrating leadership competency across cultural boundaries is no easy task.  Hundreds and often times thousands of years of cultural nuances have impacted the way each civilization operates.  Nuggets of wisdom, passed from generation-to-generation come together to form the slowly evolving backbone of a society. 

10
Jan
2012
selwyn

Why is Change So Hard - "Patternicity" and The Fight or Flight Instinct

The question, “why is change so hard” is a difficult but important one to answer.  The change management industry wrestles with developing a concise model because the question of “why” grows in complexity as we try and apply it to ways people react to change.

05
Dec
2011
selwyn

Kotter’s 8 Steps – A Quick Summary

Renowned academic, author and speaker Dr. John Kotter summarizes successful change in 8 basic steps.  His model is a great starting point for developing organizational change strategy for organizations.  Here is a quick summary to keep in mind as you develop your organizational change strategy:

01
Dec
2011
selwyn

Creating a sense of urgency

One of the first action steps in implementing change is to create a sense of urgency.  Employees need to be energized by a feeling that change is needed—now!  This is what creates the energy that empowers people to make a change and embrace the change as it is implemented.

29
Nov
2011
selwyn

Lewin’s three-stage change process: what can we learn from a 60 year-old theory?

Organizational change management (OCM) principles have their roots in research done as far back as the early 1950s when psychologist Kurt Lewin developed his three-stage model for planned change.

08
Nov
2011
selwyn

Changing corporate culture – step one

Understanding the culture around us

The way people interact within your company – expectations, norms and taboos are a result of years of interactions between people, management styles and organizational structure.  Changing the status quo of an established corporate culture is not an easy task.

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