When it comes to driving significant change in an organization, the old paradigm “…you manage things and you lead people…” is fairly accurate and surprisingly useful. Today’s tip covers how to recognize which elements of a Change Agent’s work are best addressed by management techniques. My next post will address the elements that require Change [...]
Most large-scale changes will at some point confront political resistance within some or all of the business units that make up the larger organization. The late, great American politician and House Speaker Tip O’Neill used to say: “All politics is local.” Hence, today’s post will offer advice on how to identify which of the five [...]
In order to be effective as a Change Agent, it’s not only critical that we are viewed as being aware of how our change will impact a given stakeholder’s daily life. We also need to be seen as being empathetic to the stakeholder’s frame of reference. In the most effective Change Agent-to-Stakeholder relationships, this pattern [...]
In my last post, I described a process Change Agents can use to gather preliminary data about the types of resistance they may expect to their change. As you follow through on the surveys, interviews and site visits as I described, you will start to amass a wealth of raw data. This data will contain [...]
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