Resistance: “it is easier to ‘change’ someone else than to change ourselves”
In Change Management Communities of Practice, project professionals often discuss what to do about resistance. It often quickly comes down to how to re-direct, re-assign or even fire the “blocker”.
Why it is so much “easier” to get rid of someone else (a “blocker”) than to consider changing ourselves … ? It might be a stretch to learn to take on a difficult conversation with a resistor but that effort has significantly higher ROI potential than any of the other options.
Do Leaders have to change? continue reading here
“New normal”: adaptation required
September 26, 2010, 4:43 pm
Filed under: - Innovation
, - Organization Change Management
, - People Change Management
, - Project Management
, - Strategy and Imperatives
| Tags: - Innovation
, Change Management
All of us – Leaders, Managers, Employees – must think differently about our roles in this “new normal”. However, this will not come naturally. The new mindsets must be adopted at the top and actively and deliberately cascaded through the organization.
Leaders, how will you get your people to embrace the changes that are required to keep the organization productive and competitive?
Our latest white paper has identified 3 channels of execution (individual, group and organizational) and 3 capability dimensions (capacity, competencies and culture) that intersect to produce 9 “pistons” of change (FYI, most often program and project change is only permitted to function within 2 of these 9). Maybe your organization already excels at, and integrates, all 9 in this framework to deploy both short-, mid- and long-term change – this is rare (think unicorn). continue reading here