Change Factory

Displaying 1-16 of 16 results

  • White Papers // Jan 2010

    Influencing People To Change

    Change in an organisation never occurs without change in its people. In some restructuring events, the change in people may well be literal, with new people replacing others. In all organisational changes it means people changing one or more of their behaviours, processes or attitudes. To influence people to change...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading The Human Side Of Change In A Downturn

    In an expansionary period, the change that leaders bring about and subsequently manage are, by and large, positive changes. There are, of course, negative aspects at the macro level for example, of new systems to implement or mergers to bed down. At the micro level individuals may experience the psychological...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change; Managing Transitions

    When it comes to change, leaders are conditioned to determining, evaluating and driving the tasks to completion. They are skilled at managing the tasks associated with what is about to be different. What leaders are not trained for is managing the psychology of change. They are good at managing change...

    Provided By Change Factory

  • White Papers // Jan 2010

    Ten Tips For Coping With Change

    Fear, anxiety, frustration, despair, anger and excitement; all are emotions associated with change. It is OK to feel some, or all, and many other emotions besides when it comes to change. What one must do is recognise it is the change that is causing these emotions, not other people. Concentrating...

    Provided By Change Factory

  • White Papers // Jan 2010

    Managing Change; Reframing Issues

    When managing change, it is incumbent for leaders to determine the right frame for the change and articulate the arguments with moral authority within that frame. This is how hearts and minds are won. One must use the full range of communication tools. Facts are used to reinforce the legitimacy...

    Provided By Change Factory

  • White Papers // Jan 2010

    Implementing A Change Strategy; Getting Engagement

    Executing strategy which involves major change is not only challenging and stimulating but also frustrating. People involved in driving the execution of a change strategy get an appreciation of people's limitations and their negative personality traits. Change strategy execution requires full engagement of the people affected. Leaders who are responsible...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change: Staying In Control

    When leading a change programme, the bare minimum requirement of a leader is to be seen to be in control. The people you are leading will have a range of anxieties about the change which different individuals will feel to a different depth. The nature of the anxiety and the...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change, It's 24x7

    Change has been occurring since before the beginning of man, so it is a fair bet that it will not stop soon. Whether organisations like it or not, they will change. External influences change the constraints an organisation has, the expectations their stakeholders place upon them and change the values...

    Provided By Change Factory

  • White Papers // Jan 2010

    Change: Evolution Or Revolution?

    In revolutionary change, one person orchestrates change, from the top. The change is often about cutting costs or regaining control over an organisation that has lost its way by taking inappropriate risks or perhaps by developing a myopic inability to look externally and becoming inwardly driven. Revolutionary change tends to...

    Provided By Change Factory

  • White Papers // Jan 2010

    Training: Drilling Versus Skilling

    Too many departments within organisations attempt to skill their employees when they need to drill their employees. Drilling, or making people practise a skill or assimilate knowledge until it becomes second nature, is used when people are new to a task or need to correct errors in the way they...

    Provided By Change Factory

  • White Papers // Jan 2009

    Some Thoughts On Organisational Goals

    There's no point in setting a goal that nobody believes in, or failing to provide the support required by departments or individuals in achieving the goal. Saying "All right, our goal is x, off you go and achieve it" will almost inevitably result in failure. Moral, financial and training support...

    Provided By Change Factory

  • White Papers // Jan 2009

    Want A Performance Enhancer? Try Strong, Clear Goals

    Strong goals vary between organisations. However they have some common attributes. They are usually singular. There is no clutter, no subtext, no ambiguity about what the organisation is setting out to achieve. They are usually more audacious than employees would have set for the organisation or for their division of...

    Provided By Change Factory

  • White Papers // Jan 2009

    Set A Goal And Eliminate Organisational Inertia

    The goal can change from year to year, quarter to quarter, if the organisation is good enough to achieve them in short time frames. Goals should change, as achieving a previous goal will unearth new opportunities and changing organisation environmental factors will change what success looks like. The goal must...

    Provided By Change Factory

  • White Papers // Jan 2009

    Seven Deadly Sins Of Project Management

    Projects which lack deliberate thought and meander from milestone to milestone are common in small business and large businesses. People leading the project, who have little, if any, experience leading projects is the ever present factor. Insentience is the most common failure mode of projects and project teams in businesses....

    Provided By Change Factory

  • White Papers // Jan 2009

    Project Management, An Undervalued Skill

    Many skills are admired and sought by individuals who want to progress in an organization. But one which would make them more effective in an organization is usually treated indifferently, by the individual and the organization. People studying for their MBA and aspiring executives concentrate their learning on marketing, strategy,...

    Provided By Change Factory

  • White Papers // Jan 2009

    Goal Incongruence Creates Low Productivity

    The most common category of incongruence between stated goal and behaviour comes from having multiple goals. Multiple goals create uncertainty about primacy. Primacy of goals is necessary to avoid incongruence. Without an identified prime goal and target ranges set for it and the subordinate goals (business objectives), different leaders will...

    Provided By Change Factory

  • White Papers // Jan 2009

    Some Thoughts On Organisational Goals

    There's no point in setting a goal that nobody believes in, or failing to provide the support required by departments or individuals in achieving the goal. Saying "All right, our goal is x, off you go and achieve it" will almost inevitably result in failure. Moral, financial and training support...

    Provided By Change Factory

  • White Papers // Jan 2009

    Want A Performance Enhancer? Try Strong, Clear Goals

    Strong goals vary between organisations. However they have some common attributes. They are usually singular. There is no clutter, no subtext, no ambiguity about what the organisation is setting out to achieve. They are usually more audacious than employees would have set for the organisation or for their division of...

    Provided By Change Factory

  • White Papers // Jan 2009

    Set A Goal And Eliminate Organisational Inertia

    The goal can change from year to year, quarter to quarter, if the organisation is good enough to achieve them in short time frames. Goals should change, as achieving a previous goal will unearth new opportunities and changing organisation environmental factors will change what success looks like. The goal must...

    Provided By Change Factory

  • White Papers // Jan 2010

    Influencing People To Change

    Change in an organisation never occurs without change in its people. In some restructuring events, the change in people may well be literal, with new people replacing others. In all organisational changes it means people changing one or more of their behaviours, processes or attitudes. To influence people to change...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading The Human Side Of Change In A Downturn

    In an expansionary period, the change that leaders bring about and subsequently manage are, by and large, positive changes. There are, of course, negative aspects at the macro level for example, of new systems to implement or mergers to bed down. At the micro level individuals may experience the psychological...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change; Managing Transitions

    When it comes to change, leaders are conditioned to determining, evaluating and driving the tasks to completion. They are skilled at managing the tasks associated with what is about to be different. What leaders are not trained for is managing the psychology of change. They are good at managing change...

    Provided By Change Factory

  • White Papers // Jan 2010

    Ten Tips For Coping With Change

    Fear, anxiety, frustration, despair, anger and excitement; all are emotions associated with change. It is OK to feel some, or all, and many other emotions besides when it comes to change. What one must do is recognise it is the change that is causing these emotions, not other people. Concentrating...

    Provided By Change Factory

  • White Papers // Jan 2010

    Managing Change; Reframing Issues

    When managing change, it is incumbent for leaders to determine the right frame for the change and articulate the arguments with moral authority within that frame. This is how hearts and minds are won. One must use the full range of communication tools. Facts are used to reinforce the legitimacy...

    Provided By Change Factory

  • White Papers // Jan 2010

    Implementing A Change Strategy; Getting Engagement

    Executing strategy which involves major change is not only challenging and stimulating but also frustrating. People involved in driving the execution of a change strategy get an appreciation of people's limitations and their negative personality traits. Change strategy execution requires full engagement of the people affected. Leaders who are responsible...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change: Staying In Control

    When leading a change programme, the bare minimum requirement of a leader is to be seen to be in control. The people you are leading will have a range of anxieties about the change which different individuals will feel to a different depth. The nature of the anxiety and the...

    Provided By Change Factory

  • White Papers // Jan 2010

    Leading Change, It's 24x7

    Change has been occurring since before the beginning of man, so it is a fair bet that it will not stop soon. Whether organisations like it or not, they will change. External influences change the constraints an organisation has, the expectations their stakeholders place upon them and change the values...

    Provided By Change Factory

  • White Papers // Jan 2010

    Change: Evolution Or Revolution?

    In revolutionary change, one person orchestrates change, from the top. The change is often about cutting costs or regaining control over an organisation that has lost its way by taking inappropriate risks or perhaps by developing a myopic inability to look externally and becoming inwardly driven. Revolutionary change tends to...

    Provided By Change Factory

  • White Papers // Jan 2010

    Training: Drilling Versus Skilling

    Too many departments within organisations attempt to skill their employees when they need to drill their employees. Drilling, or making people practise a skill or assimilate knowledge until it becomes second nature, is used when people are new to a task or need to correct errors in the way they...

    Provided By Change Factory

  • White Papers // Jan 2009

    Seven Deadly Sins Of Project Management

    Projects which lack deliberate thought and meander from milestone to milestone are common in small business and large businesses. People leading the project, who have little, if any, experience leading projects is the ever present factor. Insentience is the most common failure mode of projects and project teams in businesses....

    Provided By Change Factory

  • White Papers // Jan 2009

    Project Management, An Undervalued Skill

    Many skills are admired and sought by individuals who want to progress in an organization. But one which would make them more effective in an organization is usually treated indifferently, by the individual and the organization. People studying for their MBA and aspiring executives concentrate their learning on marketing, strategy,...

    Provided By Change Factory

  • White Papers // Jan 2009

    Goal Incongruence Creates Low Productivity

    The most common category of incongruence between stated goal and behaviour comes from having multiple goals. Multiple goals create uncertainty about primacy. Primacy of goals is necessary to avoid incongruence. Without an identified prime goal and target ranges set for it and the subordinate goals (business objectives), different leaders will...

    Provided By Change Factory