Change Management Toolbook

Skate to where the puck is going to be, not where it has been. – Wayne Gretsky This article is aimed specifically at organizational change practitioners. By using the ice hockey metaphor I point out where our profession should be … Continue reading →

On last Friday, I had the pleasure to kick off the 4th Berlin Change Days and to welcome 90 delegates from 18 countries for an intensive three days learning and networking event. For my keynote (“The new ecosystems of organizations”), I … Continue reading →

When people are asked to change, a lot rides on their willingness to trust those who are doing the asking.  This is true across the spectrum of change – from asking your baby brother to taste a new type of … Continue reading →

Organisations invest much time, effort and money in bringing about change, often through large capital projects. But do the returns justify the investment? Are we really getting what we want when we set out to change things? Many case studies … Continue reading →

Typical definitions of “organisational change management” refer to the processes, methods, techniques, and tools that are used to bring about change, with a particular focus on the human element. In the organisational context, change management is often used in support … Continue reading →

I believe that many organisations err in being too casual about their change history. I also believe that the cumulative change history of an organisation is probably one of the most reliable predictors of its success with future change, and … Continue reading →

by Ivan Overton. We often use the metaphor of stakeholders “being on board”.  However, how communication is managed on large projects may not always  lead to this outcome. If you want all of your stakeholders to come on board, your train … Continue reading →

by Ivan Overton. I am a dyed-in-the-wool change consultant. This is what I’ve chosen to do some 15 years ago, and I’ve stuck to it ever since. I have some opinions on the art and science of change management, and … Continue reading →

by Ivan Overton. While “Change management” is still the most commonly used term to describe our field of practice, there are many practitioners and scholars who object to this, pointing out that “change cannot be managed”, and insisting on alternative … Continue reading →

by Holger Nauheimer. Image by pipiwildhead via Flickr I read a great post of Peggy Holman on PATTERNS OF CHANGE: Invoking Emergence in a Time of Uncertainty Peggy starts with the provoking question: What would it mean to know how … Continue reading →