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1. Introduction
2. Structure of this talk
3. Change is on the agenda
4. Changes come in many forms and shapes
5. The record of change management is poor
6. People issues
7. Is the problem is change management in itself...?
8. Does the "management" bit cause problems?
9. Traditional theories to change management
10. How do we view human beings...?
11. Dominant theories of change management
12. Most used approaches to change management
13. An example: leading change
14. Human resources theories
15. Organisational learning theories
16. An example: the dance of change
17. Living systems/ spiritual/ ideological theories
18. An example: Theory U
19. Important premises
20. Systems thinking
21. Cognitivism
22. Individualism
23. Control and change management
24. How do these approaches fit with reality?
25. Here are some of my (and others) experiences (1)
26. Here are some of my (and others) experiences (2)
27. Here are some of my (and others) experiences (3)
28. Here are some of my (and others) experiences (4)
29. Explaining the poor track record
30. Understanding the concept of organisation
31. The organisation (1)
32. The organisation (2)
33. Organisational change development
34. Organisational change (1)
35. Organisational change (2)
36. Message from our "reptile brain": save energy!
37. Identity in relation to workplace aspects
38. Expressions of identity (1)
39. The importance of feelings
40. Mr. Average Employee
41. Expressions of identity in organisations
42. Expressions of identity (2)
43. Returning to our macro-perspective
44. Motivational and behavioural aspects
45. Cognitive challenges
46. Emotional challenges
47. Behavioural challenges
48. Going back to a macro-perspective
49. Webs of relationships: dynamics of power play
50. The organisational iceberg
51. Transformational organisational change
52. The benefit of changing
53. Adding complexity
54. Usage of management tools
55. Leadership intervention (1)
56. Leadership intervention (2)
57. Leadership intervention (3)
58. A change leader's "wet dream"?
59. Reality check for a change leader
60. A collision between 'order' and 'chaos'
61. Order vs. chaos
62. The leadership paradox
63. Dealing with these paradoxes
64. What should leaders do? Letting go of control...
65. The power to set the agenda (1)
66. The power to set the agenda (2)
67. What should leaders do? role modelling
68. Role modelling and questions of character
69. Paying attention to communication
70. Finding the resources
71. Climate for experimentation and learning (1)
72. Climate for experimentation and learning (2)
73. Summing up (1)
74. Summing up (2)
75. References (1)
76. References (2)
77. References (3)
78. Thank you for listening!

Topics Covered

• The case for change
• Top down, management science, direction and control theories
• Human resources and organizational development theories
• Organizational learning theories
• Living theories, spiritual, ideological theories
• Important premises of change management
• Common approaches to change management and everyday reality
• The organization
• People and expression of identity in organizations
• Macro and micro perspectives on change
• Cognitive, emotional and behavioral challenges
• The organizational iceberg
• What can leaders of change do?

Links

Series:

• Change Management

Categories:

• Management, Leadership & Organisation

Talk Citation

Publication History

• Published on June 28, 2009