Change management - Knowledge

1222:

mind, they utilized Kotter's change theory as a model to attain this goal and implement the change needed at this facility. They began this process to change, by creating a climate for change within the health center. To do this they interviewed employees on how well this facility implemented certain protocols, how high these standards were held, and how well these standards were being enforced. This was done to gain insight on where the organization currently is and where it should be going. Once this knowledge was attained, the organization then implemented the change into the care facility with higher quality standards. After this was complete, the employees were interviewed again and this time the questions shifted to how leadership engaged and enabled the whole organization. This was done to look at how well the organization was implementing the new standards at the care facility. The final phase of questioning was about how the implementation of these standards could have gone better and if there were any unanticipated challenges that came with implementing these standards. These interviews gave the CDC a read on how well the implementation of new health standards at this care facility went well and where they could have improved. This example is one of many of how organizations can use Kotter's change model to correctly implement change.

1213:

observing how the teachers at this university taught their class, and by giving questionnaires and interviews about how the teachers conducted their jobs. After receiving the feedback about how the teachers conducted their lectures and where they needed to improve, the administration communicated to the teachers how to fix these problems. They began by offering professional seminars as a way for the teachers to improve and refine their knowledge. Additionally the university also brought in professionals that introduced them to alternative ways of teaching. After the teachers had learned this new information they then implemented this into the classes they teach. To monitor the transition and the implementation of these new tactics, the classes were once again observed and feedback was provided through questionnaires and interviews. This data was sent to the administration after the second review and later was organized to show the feedback before and after the changes were implemented in the class room. The data ultimately revealed that after this change was conducted, satisfaction among the students was far greatly improved. This university followed Lewin's model when trying to implement change at their university and the end result was a success.

973:, people are resistant to change in organizations because it can be uncomfortable. The notion of doing things this way, because 'this is the way we have always done them,' can be particularly hard to overcome. Furthermore, in cases where a company has seen declining fortunes, for a manager or executive to view themselves as a key part of the problem can be very humbling. This issue can be exacerbated in countries where "saving face" plays a large role in inter-personal relations. As mentioned above, there are some groups that prioritize their own benefits above organizations' benefits, and involving such groups into organizational change will naturally create obstacles, and some departments may directly or indirectly resist organizational change due to the conflicts of their interests. 736:

change should all be specified as part of a change management plan. Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership styles and group dynamics. As a visible track on transformation projects, organizational change management aligns groups' expectations, integrates teams, and manages employee training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change in order to design appropriate strategies, resolve troubled change projects, and avoid change failures.

390:

information has resulted in unprecedented scrutiny from stockholders and the media and pressure on management. With the business environment experiencing so much change, organizations must then learn to become comfortable with change as well. Therefore, the ability to manage and adapt to organizational change is an essential ability required in the workplace today. However, major and rapid organizational change is profoundly difficult because the structure, culture, and routines of organizations often reflect a persistent and difficult-to-remove "imprint" of past periods, which are resistant to radical change even as the current environment of the organization changes rapidly.

205:

senior leader in a Town Meeting where the manager engages the entire group in a dialog about the recommendations and then makes a yes-no decision on the spot. Recommendations for changing the organization are then assigned to ‘owners’ who have volunteered to carry them out and follow through to get results. That's Work-Out in a nutshell.” “ is also a catalyst for creating an empowered workforce that has the self-confidence to challenge the inevitable growth of organizational bureaucracy. It can help create a culture that is fast-moving, innovative, and without boundaries.”

349:

National Competency Standard Certification. RIMER is a Project Based approach to managing change, which introduced the concept of Enterprise Change Management. Christina also influenced the Human Resource Management Institute and Project Management Institute Industry Associations to include Change Management in their Academic programmes to Masters Level. By 2016, all Australian Universities offered programs that provided a formal vocational pathway, through a HRM or Project Management.

3548: 954: 1115: 750: 590: 129:. Shortly after, Lewin moved to America and started up other action research initiatives with children, housewives, religious groups, racial intolerance, and leadership. During this time, Lewin became the first psychologist to study group dynamics. His definition of a "group" from this project is still used today; "It is not the similarity or dissimilarity of individuals that constitutes a group, but interdependence of fate." 470: 651: 226:

are four challenges in initiating changes: 1. There must be a compelling case for change. 2. There must be time to change. 3. There must be help during the change process. 4. As the perceived barriers to change are removed, it is important that some new problem, not before considered important or perhaps not even recognized, doesn't become a critical barrier.

394:

left behind. This can result in drastic profit and/or market share losses. Organizational change directly affects all departments and employees. The entire company must learn how to handle changes to the organization. The effectiveness of change management can have a strong positive or negative impact on employee morale.

1100:

These tactics implored on an organizational level aid in overcoming resistance and challenges when it comes to change. These tactics are more optimal for when an organization is trying to implement change at an organizational level or trying to enter into a new product space, but still work for other

225:

as one of the seminal management books of the previous 75 years. For this work, he was named "Strategist of the Century" by the Journal of Business Strategy, which said that he was one of a very few people who "had the greatest impact on the way we conduct business today." According to Senge, there

1195:

The antithesis for this is doing the opposite of what causes failure in the first place. Following these steps in combination with the other suggestions will aid in avoiding failure and overcoming challenges. Additionally, to be successful with change, it is imperative to follow the change models to

1040:

Mobilize the crowd – When individuals embrace a new behavior it typically follows a pattern – early adopters, safe followers, and late-comers. To get a change in the group it is imperative that a leader gets a few early adopters on board with a changed behavior. Then have them influence and convince

735:

As a multi-disciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of

575:

The ADKAR Model is prescriptive and goal-oriented, each milestone must be achieved to define success. It uses a 1–5 scale to determine how strongly an individual meets the requirements of each milestone. If a person scores a three or below, that specific step must be addressed before moving forward,

1221:

The Centers for Disease Control and Prevention (CDC) conducted an analysis at a federally qualified health center in Kentucky and looked to "improve its delivery of preventive care services, close care gaps, and reduce health disparities among its patient population." With understanding the goal in

149:

posited that change must be understood in the context of time, communication channels, and its impact on all affected participants. Placing people at the core of change thinking was a fundamental contribution to developing the concept of change management. He proposed the descriptive Adopter groups

137:

Many change management models and processes are based with their roots in grief studies. As consultants saw a correlation between grieving from health-related issues and grieving among employees in an organization due to loss of jobs and departments, many early change models captured the full range

393:

Due to the growth of technology, modern organizational change is largely motivated by exterior innovations rather than internal factors. When these developments occur, the organizations that adapt quickest create a competitive advantage for themselves, while the companies that refuse to change get

204:

that were made popular by Japanese companies in the 1980s. “In small teams, people challenge prevailing assumptions about ‘the way we've always done things’ and come up with recommendations for dramatic improvements in organizational processes. The Work-Out teams present their recommendations to a

348:

In response to lack of understanding in how to manage change in large projects and programs of work, Christina Dean (author of RIMER Managing Successful Change Professional Edition), established the Australian Government National Competency Standards at Diploma Level, and RIMER as the Australian

253:

and the senior leadership team were forced to abandon methodically developed strategic plans. Welch recognized the obvious problem with long-term planning – no one can predict the future. Welch has been quoted by Steve Kerr as saying, “It's not that we're surprised that bugs me, it's that we're

1212:

At a Vietnamese University there was a desire to use Lewin's change theory to create a more "effective working environment where lecturers collaborate in a constructive spirit to improve their teaching practices and learning outcomes." To start this process of implementing change, they began by

389:

and mobile adaptability have revolutionized business and the effect of this is an ever-increasing need for change, and therefore change management. The growth in technology also has a secondary effect of increasing the availability and therefore accountability of knowledge. Easily accessible

74:

of organizations, it is beginning to be taught as its own academic discipline at universities. There are a growing number of universities with research units dedicated to the study of organizational change. One common type of organizational change may be aimed at reducing outgoing costs while

931:

departments overlooked the role of infrastructure and the possibility of carrying out change through technology. Now, managers almost exclusively focus on the structural and technical components of change. Alignment and integration between strategic, social, and technical components requires

113:

was a social scientist who researched learning and social conflict. Lewin's first venture into change management started with researching field theory in 1921. Five years later, Lewin would begin a series consisting of about 20 articles to explain field theory. He would go on and publish

262:

staff, developed and implemented the Change Acceleration Process (CAP) as a follow-up to Work-Out. In this process, drawn from experiences with other companies, teams of managers from a business took on major change projects and learned how to orchestrate an entire change effort.”

940:

Managing change over time, referred to as navigation, requires continuous adaptation. It requires managing projects over time against a changing context, from interorganizational factors to marketplace volatility. It also requires a balance in bureaucratic organizations between

457:

This model of change, developed by Lewin, was a simplistic view of the process to change.This original model "developed in the 1920s and fully articulated in Lewin's (1936a) book Principles of Topological Psychology" paved the way for other change models to be developed in the

918:

Change management is faced with the fundamental difficulties of integration and navigation, and human factors. Change management must also take into account the human aspect where emotions and how they are handled play a significant role in implementing change successfully.

195:

was somewhat shell-shocked and demoralized following several years of organizational restructuring and de-layering that resulted in far fewer people but the same amount of work, while saddled with a stifling bureaucracy. Welch directed a team that ultimately included

63:) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to 824:

Effective communication that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost?

453:

The unfreezing stage "destabilizes the equilibrium" and "unleashes some energy for change". The changing stage involves entering the change using collaboration and action research; and refreezing is the stabilizing stage in which new policies and standards are

409:

Lean Change Management is an ecosystem of modern change management ideas created by Jason Little. Inspired by Lean Startup, Agile, and Design Thinking, Lean Change Management is designed to help change agents create an adaptable, and contextual approach to

237:

is published in 1991. Bridges emphasized the importance of managing the psychology of transitions, consisting of three phases: letting go of the past, the "neutral zone" where the past is gone but the new isn't fully present, and making the new beginning.

532:

The Change Management Foundation is shaped like a pyramid with project management managing technical aspects and people implementing change at the base and leadership setting the direction at the top. The Change Management Model consists of four stages:

673:, is a management method to improve business method for control and continuous improvement of choosing which changes to implement. When determining which of the latest techniques or innovations to adopt, there are four major factors to be considered: 1062:

These tactics can be helpful when faced with resistance from individuals with implementing change into a group. The tactics can be helpful with either implementing a behavioral change among the group or a procedural or managerial change in the group.

1036:

Activate peer pressure – As individuals people look to others in their immediate circle for approval. These peers can set the expectations to what is acceptable behavior. Leaders can implore these people to apply pressure and get the change that is

320:. The text describes the way one reacts to major change in one's work and life, and four typical reactions to those changes by two mice and two "Littlepeople," during their hunt for "cheese." A New York Times business bestseller up on release, 717:

Although there are many types of organizational changes, the critical aspect is a company's ability to win the buy-in of their organization's employees on the change. Effectively managing organizational change is a four-step process:

1044:

Tweak the situation – People tend to go with the default option. To influence change, an organization can nudge them and indirectly shape their choices. This can be done by changing the default option which in turn shapes individual

1013:

When going through change, many organizations and individuals fail and are faced with challenges when implementing change. There are many measures organizations and individuals can take to avoid failure and overcome challenges.

1004:

in 1999. Hiatt explained that the process of becoming ready for change is sequential, starting from the current level of each individual, and none of the five steps could be avoided: "they cannot be skipped or reordered."

2654: 2434: 1057:

Hire and fire based on behaviors – Some people may or may not be able to or want to adopt these new behaviors and change. Instead leaders should look to bring in people that embody these desired behaviors and are able

1054:

Teach and coach well – Developing certain behaviors have a skill dimension. Time is needed for people to develop desired behaviors. As a leader it is important to guide individuals to the desired end result.

1032:

Paint a vivid picture – To be effective in getting change for people, tap into their emotions and paint them a picture of where they currently are and offer up the vision of where they should want to get

49:, and leaders in making organizational change. Change management is useful when organizations are considering major changes such as restructure, redirecting or redefining resources, updating or refining 976:

To assist with this, a number of models have been developed which help identify their readiness for change and then to recommend the steps through which they could move. A common example is ADKAR, an

524:

These steps are very much tied to Lewin's model and build upon his simplistic process of creating change. They follow the same general steps of Lewin's model: Unfreezing, Changing, and Refreezing.

1071:

When trying to change at an organizational level, these tactics developed by Irving Calish and Donald Gamache help companies in trying to enter into new markets and with creating new products.

93:

Drivers of change may include the ongoing evolution of technology, internal reviews of processes, crisis response, customer demand changes, competitive pressure, modifications in legislation,

1916: 200:, Todd Jick, Steve Kerr, and Ron Ashkenas among others, to create a process to "get unnecessary work out of the system." The process became known as Work-Out, which was similar in concept to 1022:

When faced with a resistance to change by individuals, there are many strategies to get individuals to change. Morten T. Hansen proposed the following ten methods to induce personal change.

176:

accounting and consulting firms with adopting the work of early organizational change pioneers, such as Daryl Conner and Don Harrison, thereby contributing to the legitimization of a whole

1051:

Dare to link carrots and sticks (and follow through) – To motivate individuals to change behavior, offer incentives for both performance related objectives and behavior related objectives.

363:

The Lean Change Management Association became the world's first global organization to offer trainings designed to apply Lean Startup, Agile, and Design Thinking principles to change.

555:

The Prosci ADKAR Model is an individual change framework created by Jeff Hiatt. ADKAR is an acronym that represents the five building blocks of successful change for an individual:

2242: 352:

In response to continuing reports of the failure of large-scale top-down plan-driven change programmes, innovative change practitioners have been reporting success with applying

2442: 254:

surprised that we're surprised that bugs me.” He recognized the advantage of being able to react to change faster than GE's competitors. Welch commissioned a team, including

3393: 2571: 2086: 374:

Organizational change management employs a structured approach to ensure that changes are documented and implemented smoothly and successfully to achieve lasting benefits.

366:

The Association of Change Management Professionals (ACMP) announced a new certification to enhance the profession: Certified Change Management Professional (CCMP) in 2016.

1797: 2202: 1048:

Subtract, not just add – Instead of trying to add something in to solve the problems, rather removing the enablers, triggers, and barriers that cause these problems.

1090:

Remember that a good idea can be identified only after the fact. An idea is "good" only when it is the right fit for the company, its resources, and its goals

2399: 2180: 1434: 1204:

There are many situations in which the change models have been implemented successfully. Two of the following case studies below highlight these examples.

431:

Jason began developing Lean Change Management in 2009 as a response to outdated traditional change management approaches designed in a pre-digital world.

281:

oil rig fire. He went on to found Conner Partners in 1994, focusing on the human performance and adoption techniques that would help ensure technology

2361: 258:

and Steve Kerr, to create a process to "accelerate change" throughout GE. “Thus in 1992 and 1993, some of the external faculty, in collaboration with

245:

occurred as a result of the Iraqi invasion of Kuwait on August 2, 1990 and contributed to the recession of the early 1990s in the United States. At

41:) is a discipline that focuses on managing changes within an organization. Change management involves implementing approaches to prepare and support 1908: 2130: 495:

is considered the most influential expert of change management. He invented the 8-Step Process for Leading Change. It consists of eight stages:

2526: 2155: 2382: 2322: 2250: 1411: 1175:

Based upon the reasons for failure, there are many actions a leader can take to avoid these failures when it comes to change. They can:

1721: 1552: 1252: 1000:

einforcement. This model was developed by researcher and entrepreneur Jeff Hiatt in 1996 and first published in a white paper entitled

336:

that in the late 1980s and early 1990s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a

2605: 2568: 2082: 695:

Balogun and Hope identified four different classifications of change that depend on the speed of change and the extent of change:

1793: 708:

Reconstruction is change undertaken to realign the company culture and is often forced and reactive, involving many initiatives.

118:

in 1936, which was Lewin's most in depth look at field theory. Shortly before his death, Lewin would write two articles called

2714: 2290: 1715: 1659: 2752: 1769:

GE Workout: How to implement GE's revolutionary method for busting bureaucracy and attacking organizational problems--fast!

1744:

GE Workout: How to implement GE's revolutionary method for busting bureaucracy and attacking organizational problems--fast!

1026:

Embrace the power of one – Focus on one behavior to change at a time. This is because people are not good at multi-tasking.

1968: 1382: 1302: 965:

One of the major factors which hinders the change management process is people's natural tendency for inertia. Just as in

3429: 1093:

Have a fund of ideas; a choice of opportunities fosters objectivity and helps prevent falling hopelessly in love with one

3530: 2677:"A Change-Management Approach to Closing Care Gaps in a Federally Qualified Health Center: A Rural Kentucky Case Study" 1136: 771: 611: 324:

remained on the list for almost five years and spent over 200 weeks on Publishers Weekly's hardcover nonfiction list.

3444: 3434: 3173: 3153: 2552: 1859: 1162: 797: 637: 1940:

The Lean Change Method: Managing Agile Organizational Transformation Using Kanban, Kotter, and Lean Startup Thinking

1144: 831:

Counter resistance from the employees of companies and align them to overall strategic direction of the organization

779: 619: 441:

a German-American psychologist, developed this 3-step model to implement change. The model consists of three steps:

3084: 3017: 1029:

Make it sticky – With the goal to change behavior, to do this effectively the goal must be measurable and concrete.

2410: 2176: 1438: 970: 385:

and accelerated innovation of technology result in a constantly evolving business environment. Phenomena such as

24: 1849: 1232: 3408: 3022: 1776: 1751: 1237: 1140: 775: 615: 126: 1464: 2827: 1990: 958: 942: 1317: 2777: 2345: 1081:

Clearly define a growth plan that will enable management to zero in company resources on meaningful targets

1887: 3413: 3276: 2910: 1332: 125:

In 1934, Lewin set up a proposal to create an action research-orientated department of psychology at the

3572: 3403: 3158: 928: 821:

Monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues

357: 2126: 3271: 3163: 2895: 1262: 340:

fashion, created the role of the change leader to take responsibility for the human side of change.

3525: 3281: 2745: 1360: 1312: 1287: 1247: 1125: 760: 600: 317: 234: 142: 94: 28: 2523: 1485: 3460: 3306: 3266: 3104: 2968: 2832: 2805: 2795: 1242: 1129: 764: 604: 492: 2013: 90:

processes wherein formal or informal changes to a project are formally introduced and approved.

3552: 3495: 3490: 3475: 3311: 3261: 3168: 3089: 2915: 2800: 1675:

Phillips, Julien R. (1983). "Enhancing the effectiveness of organizational change management".

1322: 1297: 1292: 1282: 1267: 977: 64: 2052: 3515: 3480: 3301: 3198: 3099: 3052: 3013: 2905: 2880: 2842: 2837: 2822: 2810: 2772: 2318: 1703: 1407: 1327: 321: 312: 162: 2647:"Implementing Lewin's Change Theory for Institutional Improvements: A Vietnamese Case Study" 818:

aims and create a business case for their achievement (which should be continuously updated)

3510: 3485: 3470: 3377: 3256: 3188: 3178: 3008: 2900: 2870: 1506: 1277: 828:

Devise an effective education, training and/or skills upgrading scheme for the organization

731:

Winning the support of the employees with the persuasiveness of the appropriate adjustments

242: 222: 846:

Research into change management has identified a number of reasons why change might fail:

8: 3372: 3145: 3125: 2941: 2738: 2589: 2203:"Strategic Change Management in International Non-Profit Organisations-Comparative Study" 1257: 864:

Failure to spend time on systematically analyzing the people and styles that are involved

815: 484: 300:

authors arguably the most influential publications in the history of Change Management.

2626:

Calish, Irving; Gamache, Donald. "How to overcome organizational resistance to change".

2043:

Marquis, Christopher; Tilcsik, András (2013). "Imprinting: Toward A Multilevel Theory".

3535: 3321: 3223: 3062: 3027: 2975: 2963: 2946: 2925: 2885: 2701: 2492: 2296: 1615: 1544: 579: 83: 165:

consultant Julien Phillips published a change management model in 1982 in the journal

3547: 3505: 3439: 3233: 3228: 3193: 3135: 3130: 3109: 3057: 2951: 2706: 2646: 2597: 2548: 2484: 2353: 2286: 2048: 1855: 1834: 1772: 1747: 1711: 1655: 1634: 1619: 1607: 1548: 1536: 1307: 855: 851: 670: 659: 313:

Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life

2496: 2300: 1704:"Contemporary Challenges to the Philosophy and Practice of Organization Development" 810:

Successful change management is more likely to occur if the following are included:

16:

Management discipline studying human transformational processes within organizations

3286: 3044: 3034: 2956: 2817: 2696: 2688: 2476: 2278: 2025: 1684: 1597: 1589: 1526: 1518: 259: 246: 188: 173: 50: 2676: 1851:

Beyond Change Management: Advanced Strategies for Today's Transformational Leaders

3398: 3339: 3296: 3291: 3203: 3183: 3000: 2920: 2575: 2530: 2465:"A Systemic Model for Managing and Evaluating Conflicts in Organizational Change" 2274:

IT Through Experiential Learning: Learn, Deploy and Adopt IT through Gamification

1649: 476:, a pioneer of change management, invented the 8-Step Process for Leading Change. 304:

appeared in a 1995 issue of the Harvard Business Review, and his follow-up book,

1096:

Make sure the rewards for success are far greater than the penalties for failure

702:

Adaption, involves undertaking a series of steps to realign the company culture.

699:

Evolution, involves implementing change slowly through interrelated initiatives.

3500: 2675:

Carman, Angela; Vanderpool, Robin; Stradtman, Lindsay; Edmiston, Emily (2019).

2435:"Of Newton and Ostriches or; what Ive learned from a change management project" 1955:

Lean Change Management: Innovative Practices For Managing Organizational Change

1708:

Reinventing Organization Development: New Approaches to Change in Organizations

1272: 907: 834:

Provide personal counseling (if required) to alleviate any change-related fears

424:

focus on understanding the response to change over blaming people for resisting

201: 146: 87: 76: 71: 20: 2480: 2282: 2151: 2029: 1577: 3566: 3520: 3465: 3367: 3316: 2601: 2488: 2357: 1611: 1593: 1540: 1522: 418:

focus on enabling meaningful dialogue over broadcasting change communications

382: 151: 2464: 2272: 337: 2710: 1688: 966: 386: 353: 1008: 3344: 2692: 1435:"Embrace and Exploit Change as a Program Manager: Guidelines for Success" 861:

Starting on a solution before the underlying problem is fully understood

854:, in particular where the executive sponsor does not have a sufficiently 480: 473: 297: 278: 255: 218: 197: 3349: 2761: 1383:"Change Management in Higher Education: Pre-, During and Post-Pandemic" 883: 438: 282: 250: 215:

The Fifth Discipline: The Art and Practice of the Learning Organization

192: 110: 86:

context, the term "change management" may be used as an alternative to

42: 1602: 1531: 3251: 3094: 1819:

Whelehan, S. (1995), "Capturing a Moving Target: Change Management",

275: 2439:

Salo Impera-Strategy consulting-business strategy-Malaysia-Singapore

1114: 953: 749: 589: 580:

The Plan-Do-Check-Act Cycle, and choosing which changes to implement

2511:

ADKAR: a model for change in Business, Government and our Community

2243:"Why is change management necessary in contemporary organisations?" 1460: 488: 1982: 75:

maintaining financial performance, in an attempt to secure future

2674: 705:

Revolution, involves taking huge steps to change company culture.

138:

of human emotions as employees mourned job-related transitions.

3394:

Association of Technology, Management, and Applied Engineering

2569:

The Essence of ADKAR: a model for individual change management

837:

Monitoring implementation and fine-tuning as and when required

725:

Developing the necessary adjustments for their company's needs

469: 2730: 1881: 892:

Lack of a clear sense of urgency when warning signs are clear

650: 53:

and systems, or introducing or updating digital technology.

415:

focus on creating shared purpose over creating false urgency

1983:"ACMP's Certified Change Management Professional programme" 1832:

Maryles, Daisy and Dick Donahue. "Behind the Bestsellers",

722:

Recognizing the changes in the broader business environment

666: 655: 221:

is published. In 1997, Harvard Business Review identified

46: 1303:

Strategic management § Strategy as adapting to change

904:

Poor anchoring of changes within an organisation's culture

739: 690: 2177:"Individual Barriers to Change and What to do About Them" 1841: 961:

offers a Graduate Certificate in Change Management (GCCM)

421:

focus on experimentation over executing tasks in the plan

285:

were absorbed and adopted as best as possible. The first

1357:

International Organizational Change Management Institute

1196:

get actions right and avoid failure in the first place.

932:

collaboration between people with different skill-sets.

571:

Reinforcement to ensure the results of a change continue

1352: 1009:

Solutions to overcoming challenges and avoiding failure

1233:

Accountability § Individuals within organizations

1041:

the rest of the group to come and adopt said behavior.

568:

Ability to realize or implement the change as required

316:, published in 1998, is a bestselling seminal work by 2385:, published 15 September 2011, accessed 28 April 2023 1078:

Creating an environment that does not punish mistakes

898:

Lack of ability to recognize obstacles to the vision

879:

Failure to define measurable outcomes and way-points

1578:"The Origins of Lewin's Three-Step Model of Change" 1507:"The Origins of Lewin's Three-Step Model of Change" 728:

Training their employees on the appropriate changes

565:

Knowledge of what to do during and after the change

180:when they branded their re-engineering services as 70:As change management becomes more necessary in the 2383:Change Fatigue: Taking Its Toll on Your Employees? 2018:Total Quality Management & Business Excellence 1987:The Association of Change Management Professionals 1706:. In Bradford, David L.; Burke, W. Warner (eds.). 427:focus on co-creation of change over getting buy-in 122:which are the foundation of his three-step model. 2463:Raza, Syed Arshad; Standing, Craig (2011-06-01). 2346:"Leading Change: Why Transformation Efforts Fail" 2065: 1216: 945:, ensuring employee empowerment and flexibility. 901:Lack of planning for and creating short-term wins 3564: 1847: 1207: 876:Failure to communicate what is happening and why 2634:– via Business Source Premier EBSCO Host. 2230:(3rd ed.). Harlow: FT Prentice Hall. 2008. 1909:"Build a change platform, not a change program" 562:Desire to participate and support in the change 465:John Kotter's 8-Step Process for Leading Change 402:There are several models of change management: 302:Leading Change: Why Transformation Efforts Fail 231:Managing Transitions: Making the Most of Change 2319:"10 Reasons Why Business Transformations Fail" 2042: 2011: 1942:. CreateSpace Independent Publishing Platform. 1437:. Project Management Institute. Archived from 1182:Communicate this plan effectively to the group 889:Not dealing properly with risk and contingency 712: 360:principles to the field of change management. 154:, Early Majority, Late Majority and Laggards. 150:of how people respond to change: Innovators, 2746: 1087:Avoid trying for short-term financial success 1066: 2644: 2462: 2110: 2080: 1812: 1084:Set realistic criteria for new opportunities 2543:Bennett, John L.; Bush, Mary Wayne (2013). 2542: 2312: 2310: 1179:Create a clearly defined and organized plan 1143:. Unsourced material may be challenged and 778:. Unsourced material may be challenged and 618:. Unsourced material may be challenged and 2753: 2739: 2083:"Why Do People In Business Resist Change?" 2066:Kegan, Robert; Laskow Lahey, Lisa (2009). 2012:John S., Oakland; Stephen, Tanner (2007). 1253:Communication and leadership during change 886:in place, particularly around dependencies 870:Failure to validate the proposed solutions 2700: 2625: 2270: 1854:, San Francisco: Jossey-Bass / Pfeiffer, 1710:. John Wiley & Sons. pp. 19–42. 1601: 1582:The Journal of Applied Behavioral Science 1530: 1511:The Journal of Applied Behavioral Science 1405: 1318:Transparency (behavior) § Management 1163:Learn how and when to remove this message 798:Learn how and when to remove this message 686:Implementation and organizational changes 638:Learn how and when to remove this message 2524:ADKAR, Core to the People Side of Change 2393: 2391: 2316: 2307: 1937: 1826: 1818: 1794:"The Real Story of the Burning Platform" 1674: 952: 895:Lack of shared commitment and leadership 649: 576:Prosci defines this as a barrier point. 468: 2240: 2036: 1701: 1380: 867:Jumping to a solution to the problem(s) 740:Factors of successful change management 691:Balogun and Hope Hailey types of change 505:Form a Strategic Vision and Initiatives 287:State of the Change Management Industry 3565: 2587: 2343: 2200: 2127:"The Prosci ADKAR Model: Why it Works" 1952: 1848:Anderson, D.; Anderson, L. A. (2001), 1791: 1766: 1741: 1647: 1575: 1504: 841: 528:Change Management Foundation and Model 172:Robert Marshak has since credited the 2734: 2469:Systemic Practice and Action Research 2388: 2111:Cameron, Esther; Green, Mike (2020). 2106: 2104: 2059: 1993:from the original on 21 November 2015 1651:Diffusion of Innovations, 5th Edition 1632: 1432: 377: 2089:from the original on 9 February 2015 1879: 1571: 1569: 1141:adding citations to reliable sources 1108: 776:adding citations to reliable sources 743: 616:adding citations to reliable sources 583: 116:Principles of Topological Psychology 97:, and organizational restructuring. 3430:Bachelor of Business Administration 2645:Gandolfi, Franco; Thi Tran, Tuyet. 1969:"History of Lean Change Management" 1406:Filicetti, John (August 20, 2007). 1188:Create a solid management structure 1104: 13: 3531:Organizational behavior management 2590:"Ten Ways to Get People to Change" 2101: 1919:from the original on 29 March 2016 1648:Rogers, Everett (16 August 2003). 1635:"Change Management Needs a Change" 1414:from the original on June 14, 2012 1075:Welcome the opportunity for change 1017: 511:Enable Action by Removing Barriers 332:Linda Ackerman Anderson states in 14: 3584: 3445:Doctor of Business Administration 3435:Master of Business Administration 2533:, Prosci, accessed 27 August 2019 2397: 2113:Making Sense of Change Management 1800:from the original on May 17, 2013 1792:Conner, Daryl (August 15, 2012). 1566: 943:top-down and bottom-up management 858:position within the organisation 27:. For IT service management, see 3546: 2588:Hansen, Morten T. (2012-09-21). 2271:Shiralkar, Shreekant W. (2016). 1883:RIMER Managing Successful Change 1113: 948: 748: 588: 559:Awareness of the need for change 435:Kurt Lewin's 3-Step Change Model 397: 270:, Daryl Conner coined the term ' 57:Organizational change management 2717:from the original on 2021-11-15 2668: 2657:from the original on 2021-11-15 2638: 2619: 2608:from the original on 2021-11-08 2581: 2561: 2536: 2516: 2503: 2456: 2427: 2375: 2364:from the original on 2021-11-23 2337: 2325:from the original on 2020-04-22 2264: 2234: 2220: 2194: 2183:from the original on 2020-07-27 2169: 2158:from the original on 2020-05-28 2144: 2133:from the original on 2020-02-15 2119: 2074: 2005: 1975: 1961: 1946: 1931: 1901: 1890:from the original on 2021-03-08 1886:. Australia: Uniforte Pty Ltd. 1873: 1785: 1760: 1735: 1724:from the original on 2014-01-07 1695: 1668: 1641: 1555:from the original on 2021-11-15 1467:from the original on 2018-05-17 1408:"Project Management Dictionary" 1363:from the original on 2015-12-08 1199: 929:organizational development (OD) 268:Managing at the Speed of Change 25:Change management (engineering) 3409:Chartered Management Institute 2760: 2651:Journal of Management Research 2344:Kotter, John P. (1995-05-01). 2014:"Successful Change Management" 1626: 1576:Burnes, Bernard (2019-12-18). 1505:Burnes, Bernard (March 2020). 1498: 1478: 1453: 1426: 1399: 1374: 1345: 1238:Business process reengineering 1217:Kotter's change-theory example 922: 127:Hebrew University of Jerusalem 1: 2247:Lewis Tisdall's Business Blog 2241:Tisdall, Lewis (2016-02-26). 2081:Skelsey, Dan (29 July 2013). 1381:Bennett, Naomi (2022-05-04). 1339: 1208:Lewin's change-theory example 959:University of New South Wales 935: 913: 873:Failure to plan for certainty 677:Levels, goals, and strategies 540:Prepare & Plan for Change 2778:Index of management articles 2317:Wherrett, Rob (2020-02-29). 2045:Academy of Management Annals 289:report was published in the 105: 7: 3414:Critical management studies 3277:Full range leadership model 2400:"Organizational Management" 1771:. McGraw-Hill. p. 21. 1702:Marshak, Robert J. (2005). 1225: 713:Managing the change process 369: 23:. For general systems, see 19:For software versions, see 10: 3589: 3404:Certified Business Manager 2681:Preventing Chronic Disease 2547:. Routledge. p. 172. 2228:Exploring Strategic Change 1486:"5.2 - Operational Issues" 1067:On an organizational level 178:change management industry 100: 18: 3544: 3453: 3422: 3386: 3358: 3330: 3272:Evidence-based management 3242: 3216: 3144: 3118: 3075: 3043: 2999: 2988: 2934: 2869: 2862: 2851: 2786: 2768: 2481:10.1007/s11213-010-9186-0 2283:10.1007/978-1-4842-2421-2 2030:10.1080/14783360601042890 1746:. New York: McGraw-Hill. 1677:Human Resource Management 1263:Human resource management 537:Determine Need for Change 502:Build a Guiding Coalition 499:Create a Sense of Urgency 487:Professor of Leadership, 167:Human Resource Management 3526:Organization development 3282:Management by objectives 2513:, Prosci Learning Center 2277:. Berkeley, CA: Apress. 2152:"The Prosci ADKAR Model" 1880:Dean, Christina (2009). 1594:10.1177/0021886319892685 1523:10.1177/0021886319892685 1333:Workers' self-management 1313:Training and development 1288:Organizational structure 1248:Change management (ITSM) 656:Plan-Do-Check-Act (PDCA) 514:Generate Short-Term Wins 343: 334:Beyond Change Management 327: 208: 157: 143:diffusion of innovations 132: 95:acquisitions and mergers 67:and business solutions. 29:Change management (ITSM) 3307:Social entrepreneurship 3267:Earned value management 2594:Harvard Business Review 2350:Harvard Business Review 1938:Anderson, Jeff (2013). 1913:McKinsey and Associates 1243:Business transformation 1185:Define measurable goals 667:Plan-Do-Check-Act Cycle 508:Enlist a Volunteer Army 493:Harvard Business School 3553:Systems science portal 3496:Management development 3491:Management cybernetics 3476:Executive compensation 3312:Sustainable management 3174:Information technology 3154:Environmental resource 1957:. Happy Melly Express. 1953:Little, Jason (2014). 1767:Ulrich, David (2002). 1689:10.1002/hrm.3930220125 1654:. Simon and Schuster. 1633:Welbourne, Theresa M. 1433:Levin, Ginger (2012). 1323:Transtheoretical model 1298:Stakeholder management 1293:Performance management 1283:Organizational culture 1268:Leadership development 962: 662: 551:The Prosci ADKAR Model 477: 406:Lean Change Management 163:McKinsey & Company 65:information technology 3516:Managerial psychology 3481:Management consulting 3302:Scientific management 3085:Customer relationship 2773:Outline of management 2509:Hiatt, J. M. (2006), 2201:Muravu, Nabo (2020). 1838:10 December 2001: 18. 1742:Ulrich, Dave (2002). 1441:on September 30, 2013 1328:Turnaround management 956: 852:executive sponsorship 653: 472: 229:The first edition of 3511:Managerial economics 3471:Corporate governance 3378:Oliver E. Williamson 3257:Collaborative method 2693:10.5888/pcd16.180589 2154:. Prosci Tim Talks. 1278:Organization studies 1191:Properly manage risk 1137:improve this section 772:improve this section 612:improve this section 543:Implement the Change 517:Sustain Acceleration 322:Who Moved My Cheese? 274:' based on the 1988 243:1990 oil price shock 223:The Fifth Discipline 3373:Eliyahu M. Goldratt 2545:Coaching for Change 2085:. Project Laneway. 1258:Employee engagement 971:first law of motion 842:Reasons for failure 485:Konosuke Matsushita 308:published in 1996. 187:In the late 1980s, 3536:Pointy-haired Boss 3486:Management control 3322:Virtual management 2574:2019-02-14 at the 2529:2019-08-27 at the 2068:Immunity to Change 1002:The Perfect Change 963: 882:Absence of strong 814:Define measurable 680:Measurement system 663: 546:Sustain the Change 478: 378:Reasons for change 293:in February 1995. 266:In his 1993 book, 84:project management 3573:Change management 3560: 3559: 3506:Management system 3440:PhD in management 3212: 3211: 3071: 3070: 2984: 2983: 2952:Product lifecycle 2628:Management Review 2292:978-1-4842-2421-2 1835:Publishers Weekly 1717:978-0-7879-8159-4 1661:978-0-7432-5823-4 1308:Talent management 1173: 1172: 1165: 980:which stands for 808: 807: 800: 683:Sequence of steps 671:W. Edwards Deming 660:W. Edwards Deming 658:Cycle created by 648: 647: 640: 182:change management 35:Change management 3580: 3550: 3287:Management style 2997: 2996: 2867: 2866: 2860: 2859: 2755: 2748: 2741: 2732: 2731: 2726: 2725: 2723: 2722: 2704: 2672: 2666: 2665: 2663: 2662: 2642: 2636: 2635: 2623: 2617: 2616: 2614: 2613: 2585: 2579: 2565: 2559: 2558: 2540: 2534: 2520: 2514: 2507: 2501: 2500: 2460: 2454: 2453: 2451: 2450: 2441:. Archived from 2431: 2425: 2424: 2422: 2421: 2415: 2409:. Archived from 2404: 2395: 2386: 2379: 2373: 2372: 2370: 2369: 2341: 2335: 2334: 2332: 2330: 2314: 2305: 2304: 2268: 2262: 2261: 2259: 2258: 2249:. Archived from 2238: 2232: 2231: 2224: 2218: 2217: 2215: 2213: 2198: 2192: 2191: 2189: 2188: 2173: 2167: 2166: 2164: 2163: 2148: 2142: 2141: 2139: 2138: 2123: 2117: 2116: 2108: 2099: 2098: 2096: 2094: 2078: 2072: 2071: 2063: 2057: 2056: 2040: 2034: 2033: 2009: 2003: 2002: 2000: 1998: 1979: 1973: 1972: 1965: 1959: 1958: 1950: 1944: 1943: 1935: 1929: 1928: 1926: 1924: 1905: 1899: 1898: 1896: 1895: 1877: 1871: 1870: 1869: 1868: 1845: 1839: 1830: 1824: 1823: 1821:Consultants News 1816: 1810: 1809: 1807: 1805: 1789: 1783: 1782: 1764: 1758: 1757: 1739: 1733: 1732: 1730: 1729: 1699: 1693: 1692: 1672: 1666: 1665: 1645: 1639: 1638: 1630: 1624: 1623: 1605: 1573: 1564: 1563: 1561: 1560: 1534: 1502: 1496: 1495: 1493: 1492: 1482: 1476: 1475: 1473: 1472: 1457: 1451: 1450: 1448: 1446: 1430: 1424: 1423: 1421: 1419: 1403: 1397: 1396: 1394: 1393: 1378: 1372: 1371: 1369: 1368: 1349: 1168: 1161: 1157: 1154: 1148: 1117: 1109: 1105:Avoiding failure 803: 796: 792: 789: 783: 752: 744: 643: 636: 632: 629: 623: 592: 584: 520:Institute Change 296:In the mid-90s, 291:Consultants News 272:burning platform 247:General Electric 189:General Electric 51:business process 3588: 3587: 3583: 3582: 3581: 3579: 3578: 3577: 3563: 3562: 3561: 3556: 3540: 3449: 3418: 3399:Business school 3382: 3360: 3354: 3340:Decision-making 3332: 3326: 3297:Micromanagement 3292:Macromanagement 3244: 3238: 3208: 3164:Human resources 3159:Field inventory 3140: 3114: 3077: 3067: 3039: 2992: 2990: 2980: 2930: 2873: 2855: 2853: 2847: 2789:of organization 2788: 2782: 2764: 2759: 2729: 2720: 2718: 2673: 2669: 2660: 2658: 2643: 2639: 2624: 2620: 2611: 2609: 2586: 2582: 2576:Wayback Machine 2566: 2562: 2555: 2541: 2537: 2531:Wayback Machine 2521: 2517: 2508: 2504: 2461: 2457: 2448: 2446: 2433: 2432: 2428: 2419: 2417: 2413: 2402: 2398:Duffy, Julius. 2396: 2389: 2380: 2376: 2367: 2365: 2342: 2338: 2328: 2326: 2315: 2308: 2293: 2269: 2265: 2256: 2254: 2239: 2235: 2226: 2225: 2221: 2211: 2209: 2199: 2195: 2186: 2184: 2175: 2174: 2170: 2161: 2159: 2150: 2149: 2145: 2136: 2134: 2125: 2124: 2120: 2109: 2102: 2092: 2090: 2079: 2075: 2064: 2060: 2041: 2037: 2010: 2006: 1996: 1994: 1981: 1980: 1976: 1967: 1966: 1962: 1951: 1947: 1936: 1932: 1922: 1920: 1907: 1906: 1902: 1893: 1891: 1878: 1874: 1866: 1864: 1862: 1846: 1842: 1831: 1827: 1817: 1813: 1803: 1801: 1790: 1786: 1779: 1765: 1761: 1754: 1740: 1736: 1727: 1725: 1718: 1700: 1696: 1683:(1–2): 183–99. 1673: 1669: 1662: 1646: 1642: 1631: 1627: 1574: 1567: 1558: 1556: 1503: 1499: 1490: 1488: 1484: 1483: 1479: 1470: 1468: 1459: 1458: 1454: 1444: 1442: 1431: 1427: 1417: 1415: 1404: 1400: 1391: 1389: 1379: 1375: 1366: 1364: 1351: 1350: 1346: 1342: 1337: 1228: 1219: 1210: 1202: 1169: 1158: 1152: 1149: 1134: 1118: 1107: 1069: 1020: 1011: 951: 938: 927:Traditionally, 925: 916: 844: 804: 793: 787: 784: 769: 753: 742: 715: 693: 644: 633: 627: 624: 609: 593: 582: 400: 380: 372: 346: 330: 318:Spencer Johnson 235:William Bridges 211: 202:Quality Circles 160: 141:In his work on 135: 120:Human Relations 108: 103: 32: 17: 12: 11: 5: 3586: 3576: 3575: 3558: 3557: 3545: 3542: 3541: 3539: 3538: 3533: 3528: 3523: 3518: 3513: 3508: 3503: 3501:Management fad 3498: 3493: 3488: 3483: 3478: 3473: 3468: 3463: 3461:Administration 3457: 3455: 3451: 3450: 3448: 3447: 3442: 3437: 3432: 3426: 3424: 3420: 3419: 3417: 3416: 3411: 3406: 3401: 3396: 3390: 3388: 3384: 3383: 3381: 3380: 3375: 3370: 3364: 3362: 3356: 3355: 3353: 3352: 3347: 3342: 3336: 3334: 3328: 3327: 3325: 3324: 3319: 3314: 3309: 3304: 3299: 3294: 3289: 3284: 3279: 3274: 3269: 3264: 3259: 3254: 3248: 3246: 3240: 3239: 3237: 3236: 3231: 3226: 3220: 3218: 3214: 3213: 3210: 3209: 3207: 3206: 3201: 3196: 3191: 3186: 3181: 3176: 3171: 3166: 3161: 3156: 3150: 3148: 3142: 3141: 3139: 3138: 3133: 3128: 3122: 3120: 3116: 3115: 3113: 3112: 3107: 3102: 3097: 3092: 3087: 3081: 3079: 3073: 3072: 3069: 3068: 3066: 3065: 3060: 3055: 3049: 3047: 3041: 3040: 3038: 3037: 3032: 3031: 3030: 3025: 3011: 3005: 3003: 2994: 2989:On activity or 2986: 2985: 2982: 2981: 2979: 2978: 2973: 2972: 2971: 2961: 2960: 2959: 2954: 2944: 2938: 2936: 2932: 2931: 2929: 2928: 2923: 2918: 2913: 2908: 2903: 2898: 2893: 2888: 2883: 2877: 2875: 2864: 2857: 2849: 2848: 2846: 2845: 2840: 2835: 2830: 2825: 2820: 2815: 2814: 2813: 2803: 2798: 2792: 2790: 2784: 2783: 2781: 2780: 2775: 2769: 2766: 2765: 2758: 2757: 2750: 2743: 2735: 2728: 2727: 2667: 2637: 2618: 2580: 2560: 2553: 2535: 2522:Creasey, T., 2515: 2502: 2475:(3): 187–210. 2455: 2426: 2387: 2374: 2336: 2306: 2291: 2263: 2233: 2219: 2193: 2168: 2143: 2118: 2100: 2073: 2058: 2035: 2004: 1974: 1960: 1945: 1930: 1900: 1872: 1860: 1840: 1825: 1811: 1784: 1777: 1759: 1752: 1734: 1716: 1694: 1667: 1660: 1640: 1625: 1565: 1497: 1477: 1452: 1425: 1398: 1373: 1343: 1341: 1338: 1336: 1335: 1330: 1325: 1320: 1315: 1310: 1305: 1300: 1295: 1290: 1285: 1280: 1275: 1273:Learning cycle 1270: 1265: 1260: 1255: 1250: 1245: 1240: 1235: 1229: 1227: 1224: 1218: 1215: 1209: 1206: 1201: 1198: 1193: 1192: 1189: 1186: 1183: 1180: 1171: 1170: 1121: 1119: 1112: 1106: 1103: 1098: 1097: 1094: 1091: 1088: 1085: 1082: 1079: 1076: 1068: 1065: 1060: 1059: 1055: 1052: 1049: 1046: 1042: 1038: 1034: 1030: 1027: 1019: 1016: 1010: 1007: 950: 947: 937: 934: 924: 921: 915: 912: 911: 910: 908:Change fatigue 905: 902: 899: 896: 893: 890: 887: 880: 877: 874: 871: 868: 865: 862: 859: 850:Inappropriate 843: 840: 839: 838: 835: 832: 829: 826: 822: 819: 806: 805: 756: 754: 747: 741: 738: 733: 732: 729: 726: 723: 714: 711: 710: 709: 706: 703: 700: 692: 689: 688: 687: 684: 681: 678: 646: 645: 596: 594: 587: 581: 578: 573: 572: 569: 566: 563: 560: 553: 552: 548: 547: 544: 541: 538: 530: 529: 522: 521: 518: 515: 512: 509: 506: 503: 500: 481:John P. Kotter 474:John P. Kotter 467: 466: 462: 461: 460: 459: 455: 451: 448: 445: 436: 429: 428: 425: 422: 419: 416: 412: 411: 407: 399: 396: 379: 376: 371: 368: 345: 342: 329: 326: 306:Leading Change 210: 207: 184:in the 1980s. 159: 156: 152:Early Adopters 147:Everett Rogers 134: 131: 107: 104: 102: 99: 88:change control 77:profit margins 72:business cycle 21:Change control 15: 9: 6: 4: 3: 2: 3585: 3574: 3571: 3570: 3568: 3555: 3554: 3549: 3543: 3537: 3534: 3532: 3529: 3527: 3524: 3522: 3521:Managerialism 3519: 3517: 3514: 3512: 3509: 3507: 3504: 3502: 3499: 3497: 3494: 3492: 3489: 3487: 3484: 3482: 3479: 3477: 3474: 3472: 3469: 3467: 3466:Collaboration 3464: 3462: 3459: 3458: 3456: 3452: 3446: 3443: 3441: 3438: 3436: 3433: 3431: 3428: 3427: 3425: 3421: 3415: 3412: 3410: 3407: 3405: 3402: 3400: 3397: 3395: 3392: 3391: 3389: 3385: 3379: 3376: 3374: 3371: 3369: 3368:Peter Drucker 3366: 3365: 3363: 3357: 3351: 3348: 3346: 3343: 3341: 3338: 3337: 3335: 3329: 3323: 3320: 3318: 3317:Team building 3315: 3313: 3310: 3308: 3305: 3303: 3300: 3298: 3295: 3293: 3290: 3288: 3285: 3283: 3280: 3278: 3275: 3273: 3270: 3268: 3265: 3263: 3260: 3258: 3255: 3253: 3250: 3249: 3247: 3241: 3235: 3232: 3230: 3227: 3225: 3222: 3221: 3219: 3215: 3205: 3202: 3200: 3197: 3195: 3192: 3190: 3187: 3185: 3182: 3180: 3177: 3175: 3172: 3170: 3167: 3165: 3162: 3160: 3157: 3155: 3152: 3151: 3149: 3147: 3143: 3137: 3134: 3132: 3129: 3127: 3124: 3123: 3121: 3117: 3111: 3108: 3106: 3103: 3101: 3098: 3096: 3093: 3091: 3088: 3086: 3083: 3082: 3080: 3074: 3064: 3061: 3059: 3056: 3054: 3051: 3050: 3048: 3046: 3042: 3036: 3033: 3029: 3026: 3024: 3021: 3020: 3019: 3015: 3012: 3010: 3007: 3006: 3004: 3002: 2998: 2995: 2987: 2977: 2974: 2970: 2967: 2966: 2965: 2962: 2958: 2955: 2953: 2950: 2949: 2948: 2945: 2943: 2940: 2939: 2937: 2933: 2927: 2924: 2922: 2919: 2917: 2914: 2912: 2909: 2907: 2904: 2902: 2899: 2897: 2896:Communication 2894: 2892: 2889: 2887: 2884: 2882: 2879: 2878: 2876: 2872: 2868: 2865: 2861: 2858: 2850: 2844: 2841: 2839: 2836: 2834: 2831: 2829: 2826: 2824: 2821: 2819: 2816: 2812: 2809: 2808: 2807: 2804: 2802: 2799: 2797: 2794: 2793: 2791: 2785: 2779: 2776: 2774: 2771: 2770: 2767: 2763: 2756: 2751: 2749: 2744: 2742: 2737: 2736: 2733: 2716: 2712: 2708: 2703: 2698: 2694: 2690: 2686: 2682: 2678: 2671: 2656: 2652: 2648: 2641: 2633: 2629: 2622: 2607: 2603: 2599: 2595: 2591: 2584: 2578:, Prosci 2006 2577: 2573: 2570: 2564: 2556: 2554:9781136496011 2550: 2546: 2539: 2532: 2528: 2525: 2519: 2512: 2506: 2498: 2494: 2490: 2486: 2482: 2478: 2474: 2470: 2466: 2459: 2445:on 2016-08-20 2444: 2440: 2436: 2430: 2416:on 2018-04-25 2412: 2408: 2401: 2394: 2392: 2384: 2381:Perlman, K., 2378: 2363: 2359: 2355: 2351: 2347: 2340: 2324: 2320: 2313: 2311: 2302: 2298: 2294: 2288: 2284: 2280: 2276: 2275: 2267: 2253:on 2017-05-01 2252: 2248: 2244: 2237: 2229: 2223: 2208: 2204: 2197: 2182: 2178: 2172: 2157: 2153: 2147: 2132: 2128: 2122: 2115:. Kogan Page. 2114: 2107: 2105: 2088: 2084: 2077: 2069: 2062: 2054: 2050: 2046: 2039: 2031: 2027: 2024:(1–2): 1–19. 2023: 2019: 2015: 2008: 1992: 1988: 1984: 1978: 1970: 1964: 1956: 1949: 1941: 1934: 1918: 1914: 1910: 1904: 1889: 1885: 1884: 1876: 1863: 1861:9780470891131 1857: 1853: 1852: 1844: 1837: 1836: 1829: 1822: 1815: 1799: 1795: 1788: 1780: 1774: 1770: 1763: 1755: 1749: 1745: 1738: 1723: 1719: 1713: 1709: 1705: 1698: 1690: 1686: 1682: 1678: 1671: 1663: 1657: 1653: 1652: 1644: 1636: 1629: 1621: 1617: 1613: 1609: 1604: 1599: 1595: 1591: 1587: 1583: 1579: 1572: 1570: 1554: 1550: 1546: 1542: 1538: 1533: 1528: 1524: 1520: 1516: 1512: 1508: 1501: 1487: 1481: 1466: 1462: 1456: 1440: 1436: 1429: 1413: 1409: 1402: 1388: 1384: 1377: 1362: 1358: 1354: 1348: 1344: 1334: 1331: 1329: 1326: 1324: 1321: 1319: 1316: 1314: 1311: 1309: 1306: 1304: 1301: 1299: 1296: 1294: 1291: 1289: 1286: 1284: 1281: 1279: 1276: 1274: 1271: 1269: 1266: 1264: 1261: 1259: 1256: 1254: 1251: 1249: 1246: 1244: 1241: 1239: 1236: 1234: 1231: 1230: 1223: 1214: 1205: 1197: 1190: 1187: 1184: 1181: 1178: 1177: 1176: 1167: 1164: 1156: 1146: 1142: 1138: 1132: 1131: 1127: 1122:This section 1120: 1116: 1111: 1110: 1102: 1095: 1092: 1089: 1086: 1083: 1080: 1077: 1074: 1073: 1072: 1064: 1056: 1053: 1050: 1047: 1043: 1039: 1035: 1031: 1028: 1025: 1024: 1023: 1018:Human factors 1015: 1006: 1003: 999: 995: 991: 987: 983: 979: 974: 972: 968: 960: 955: 949:Human factors 946: 944: 933: 930: 920: 909: 906: 903: 900: 897: 894: 891: 888: 885: 881: 878: 875: 872: 869: 866: 863: 860: 857: 853: 849: 848: 847: 836: 833: 830: 827: 823: 820: 817: 813: 812: 811: 802: 799: 791: 781: 777: 773: 767: 766: 762: 757:This section 755: 751: 746: 745: 737: 730: 727: 724: 721: 720: 719: 707: 704: 701: 698: 697: 696: 685: 682: 679: 676: 675: 674: 672: 669:, created by 668: 661: 657: 652: 642: 639: 631: 621: 617: 613: 607: 606: 602: 597:This section 595: 591: 586: 585: 577: 570: 567: 564: 561: 558: 557: 556: 550: 549: 545: 542: 539: 536: 535: 534: 527: 526: 525: 519: 516: 513: 510: 507: 504: 501: 498: 497: 496: 494: 490: 486: 482: 475: 471: 464: 463: 456: 452: 449: 446: 443: 442: 440: 437: 434: 433: 432: 426: 423: 420: 417: 414: 413: 408: 405: 404: 403: 398:Change models 395: 391: 388: 384: 383:Globalization 375: 367: 364: 361: 359: 355: 350: 341: 339: 335: 325: 323: 319: 315: 314: 309: 307: 303: 299: 294: 292: 288: 284: 280: 277: 273: 269: 264: 261: 257: 252: 248: 244: 239: 236: 232: 227: 224: 220: 216: 206: 203: 199: 194: 190: 185: 183: 179: 175: 170: 168: 164: 155: 153: 148: 144: 139: 130: 128: 123: 121: 117: 112: 98: 96: 91: 89: 85: 80: 78: 73: 68: 66: 62: 58: 54: 52: 48: 44: 40: 36: 30: 26: 22: 3551: 3105:Supply chain 3078:relationship 3076:On aspect or 2969:Construction 2935:On component 2890: 2856:organization 2828:Intelligence 2719:. Retrieved 2684: 2680: 2670: 2659:. Retrieved 2653:: Abstract. 2650: 2640: 2631: 2627: 2621: 2610:. Retrieved 2593: 2583: 2563: 2544: 2538: 2518: 2510: 2505: 2472: 2468: 2458: 2447:. Retrieved 2443:the original 2438: 2429: 2418:. Retrieved 2411:the original 2407:Google Books 2406: 2377: 2366:. Retrieved 2349: 2339: 2327:. Retrieved 2273: 2266: 2255:. Retrieved 2251:the original 2246: 2236: 2227: 2222: 2210:. Retrieved 2207:Researchgate 2206: 2196: 2185:. Retrieved 2171: 2160:. Retrieved 2146: 2135:. Retrieved 2121: 2112: 2091:. Retrieved 2076: 2067: 2061: 2044: 2038: 2021: 2017: 2007: 1995:. Retrieved 1986: 1977: 1963: 1954: 1948: 1939: 1933: 1921:. Retrieved 1912: 1903: 1892:. Retrieved 1882: 1875: 1865:, retrieved 1850: 1843: 1833: 1828: 1820: 1814: 1802:. Retrieved 1787: 1768: 1762: 1743: 1737: 1726:. Retrieved 1707: 1697: 1680: 1676: 1670: 1650: 1643: 1628: 1588:(1): 32–59. 1585: 1581: 1557:. Retrieved 1517:(1): 32–59. 1514: 1510: 1500: 1489:. Retrieved 1480: 1469:. Retrieved 1455: 1443:. Retrieved 1439:the original 1428: 1418:November 16, 1416:. Retrieved 1401: 1390:. Retrieved 1386: 1376: 1365:. Retrieved 1356: 1347: 1220: 1211: 1203: 1200:Case studies 1194: 1174: 1159: 1150: 1135:Please help 1123: 1099: 1070: 1061: 1021: 1012: 1001: 997: 993: 989: 985: 981: 975: 964: 939: 926: 917: 845: 809: 794: 785: 770:Please help 758: 734: 716: 694: 664: 634: 625: 610:Please help 598: 574: 554: 531: 523: 479: 430: 401: 392: 387:social media 381: 373: 365: 362: 351: 347: 333: 331: 311: 310: 305: 301: 295: 290: 286: 271: 267: 265: 240: 230: 228: 214: 212: 186: 181: 177: 171: 166: 161: 140: 136: 124: 119: 115: 109: 92: 81: 69: 60: 56: 55: 38: 34: 33: 3345:Forecasting 3262:Distributed 3169:Information 3146:On resource 3090:Engineering 2916:Performance 2874:(top-level) 2801:Association 2567:Hiatt, J., 2047:: 193–243. 1997:20 November 996:bility and 923:Integration 816:stakeholder 298:John Kotter 283:innovations 279:Piper Alpha 260:Crotonville 256:Dave Ulrich 219:Peter Senge 198:Dave Ulrich 43:individuals 3350:Leadership 3333:activities 3245:approaches 3199:Technology 3119:On problem 3100:Perception 3053:Accounting 3018:production 3014:Operations 2991:department 2906:Innovation 2881:Capability 2843:Reputation 2823:Healthcare 2811:Restaurant 2762:Management 2721:2021-11-15 2661:2021-11-26 2612:2021-11-08 2449:2016-07-13 2420:2018-04-25 2368:2021-11-22 2257:2016-03-25 2187:2020-05-05 2162:2020-05-05 2137:2020-05-05 2093:8 February 1894:2021-11-26 1867:2011-12-21 1778:0071384162 1753:0071384162 1728:2016-10-14 1603:1893/30461 1559:2021-11-16 1532:1893/30461 1491:2023-11-29 1471:2018-05-16 1445:August 10, 1410:. PM Hut. 1392:2023-11-29 1367:2015-12-08 1340:References 992:nowledge, 984:wareness, 936:Navigation 914:Challenges 884:governance 450:Refreezing 444:Unfreezing 439:Kurt Lewin 251:Jack Welch 193:Jack Welch 111:Kurt Lewin 3387:Education 3359:Pioneers, 3252:Adhocracy 3217:Positions 3189:Materials 3179:Knowledge 3095:Logistics 3009:Marketing 2901:Financial 2871:Strategic 2854:within an 2852:By focus, 2602:0017-8012 2489:1573-9295 2358:0017-8012 2329:March 30, 1804:April 24, 1620:212959759 1612:0021-8863 1549:212959759 1541:0021-8863 1153:June 2023 1124:does not 1101:avenues. 1045:behavior. 788:June 2023 759:does not 628:June 2023 599:does not 491:, at the 276:North Sea 213:In 1990, 106:Pre-1960s 3567:Category 3361:scholars 3243:Methods, 3126:Conflict 2942:Facility 2863:On scope 2833:Military 2806:Business 2796:Academic 2715:Archived 2711:31400097 2687:: E105. 2655:Archived 2606:Archived 2572:Archived 2527:Archived 2497:53542958 2362:Archived 2323:Archived 2301:26286542 2181:Archived 2156:Archived 2131:Archived 2087:Archived 1991:Archived 1923:24 March 1917:Archived 1888:Archived 1798:Archived 1722:Archived 1553:Archived 1465:Archived 1412:Archived 1361:Archived 1226:See also 1037:desired. 489:Emeritus 447:Changing 370:Approach 338:top-down 3423:Degrees 3331:Skills, 3224:Interim 3063:Records 3028:Quality 3023:Process 2993:managed 2976:Program 2964:Project 2947:Product 2926:Systems 2886:Capital 2787:By type 2702:6716404 2053:2198954 1461:"Hucmi" 1145:removed 1130:sources 1058:change. 988:esire, 978:acronym 780:removed 765:sources 620:removed 605:sources 458:future. 174:big six 101:History 3234:Senior 3229:Middle 3194:Skills 3136:Stress 3131:Crisis 3110:Talent 3058:Office 2891:Change 2838:Public 2709: 2699: 2600: 2551: 2495: 2487: 2356: 2299: 2289: 2051: 1858: 1775: 1750: 1714: 1658: 1618: 1610: 1547: 1539: 1353:"Home" 967:Newton 856:senior 483:, the 410:change 191:under 3454:Other 3045:Staff 3035:Sales 2957:Brand 2911:Legal 2818:Court 2493:S2CID 2414:(PDF) 2403:(PDF) 2297:S2CID 2212:4 May 1616:S2CID 1545:S2CID 825:etc.) 358:Agile 344:2010s 328:2000s 209:1990s 158:1980s 133:1960s 82:In a 47:teams 3204:Time 3184:Land 3001:Line 2921:Risk 2707:PMID 2598:ISSN 2549:ISBN 2485:ISSN 2354:ISSN 2331:2020 2287:ISBN 2214:2023 2095:2015 2049:SSRN 1999:2015 1925:2016 1856:ISBN 1806:2013 1773:ISBN 1748:ISBN 1712:ISBN 1656:ISBN 1608:ISSN 1537:ISSN 1447:2013 1420:2009 1387:SUMS 1128:any 1126:cite 957:The 763:any 761:cite 665:The 654:The 603:any 601:cite 454:set. 356:and 354:Lean 241:The 2697:PMC 2689:doi 2477:doi 2279:doi 2026:doi 1685:doi 1598:hdl 1590:doi 1527:hdl 1519:doi 1139:by 1033:to. 969:'s 774:by 614:by 233:by 217:by 61:OCM 3569:: 2713:. 2705:. 2695:. 2685:16 2683:. 2679:. 2649:. 2632:70 2630:. 2604:. 2596:. 2592:. 2491:. 2483:. 2473:24 2471:. 2467:. 2437:. 2405:. 2390:^ 2360:. 2352:. 2348:. 2321:. 2309:^ 2295:. 2285:. 2245:. 2205:. 2179:. 2129:. 2103:^ 2022:18 2020:. 2016:. 1989:. 1985:. 1915:. 1911:. 1796:. 1720:. 1681:22 1679:. 1614:. 1606:. 1596:. 1586:56 1584:. 1580:. 1568:^ 1551:. 1543:. 1535:. 1525:. 1515:56 1513:. 1509:. 1463:. 1385:. 1359:. 1355:. 249:, 169:. 145:, 79:. 45:, 39:CM 3016:/ 2754:e 2747:t 2740:v 2724:. 2691:: 2664:. 2615:. 2557:. 2499:. 2479:: 2452:. 2423:. 2371:. 2333:. 2303:. 2281:: 2260:. 2216:. 2190:. 2165:. 2140:. 2097:. 2070:. 2055:. 2032:. 2028:: 2001:. 1971:. 1927:. 1897:. 1808:. 1781:. 1756:. 1731:. 1691:. 1687:: 1664:. 1637:. 1622:. 1600:: 1592:: 1562:. 1529:: 1521:: 1494:. 1474:. 1449:. 1422:. 1395:. 1370:. 1166:) 1160:( 1155:) 1151:( 1147:. 1133:. 998:R 994:A 990:K 986:D 982:A 801:) 795:( 790:) 786:( 782:. 768:. 641:) 635:( 630:) 626:( 622:. 608:. 59:( 37:( 31:.

Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.