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ARTICLES

Changing the way we change. Richard Pascale et al. Harvard Business Review, November - December 1997. #13165
The problem with many change programs isn't the programs themselves. It's that too few people, at every level, really support the initiative with their hearts and minds. How leaders at Sears, Shell, and the U.S. Army transformed attitudes and behavior - and made the changes stick.

Hard side of change management. Harold L. Sirkin et al. Harvard Business Review, 83:10. October 2005. #11726
Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.

How do I create tips for change management? Workforce Management, 10/29/2004. #6885
Lay the proper foundation before you begin with these tips on how to manage change effectively.

Let it Rip. Nancy Hatch Woodward. HR Magazine, 50:9. September 2005. #9833
Announcing change all at once may hurt in the short term, but it gets the pain over with quickly—and then employees can move on.

Psychology of change management. Emily Lawson and Colin Price. McKinsey Quarterly, no. 2. 2003. #5441
Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do.

Quest for resilience. Gary Hamel and Liisa Valikangas. Harvard Business Review, 81:19. September 2003. #6246
Strategic resilience is about anticipating and adjusting to trends - and having the capacity to change before the case for change becomes desperate.

Success with change. Patricia A. McLagen. T&D, 56:12. December 2002. #3607
Five key lessons for implementing and sustaining change: be sure the change will add value, match change process to the challenge, provide management support, prepare the system for change, and help people align.

Sustaining change in a changing world. The Manufacturer US, March 14, 2005. www.themanufacturer.com. #1133
Changes in the workplace are occurring at a faster and faster rate - how organizations and individuals can keep up the pace

What Leaders Really Do. John Kotter. Harvard Business Review, December 2001. #12449
They don't make plans, they don't solve problems, they don't even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.

Your company's secret change agents. Richard Tanner Pascale and Jerry Sternin. Harvard Business Review, 83:5. May 2005. #10788
Change from within is a surefire way to bring isolated success strategies into your company’s mainstream. Generate the grassroots enthusiasm essential to drive enduring transformation by identifying your organization’s positive deviants: people who are already doing things in radically different—and better—ways.

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