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- Strategic change
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43 min
1. A convergence model for change- Prof. Colin Carnall
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45 min
2. Models for strategic change: an overview from strategic management- Prof. David Wilson
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41 min
3. Making M&A's successful- Mr. Richard DiGeorgio
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41 min
4. Developing context sensitive approaches to change: contextual features- Prof. Veronica Hope Hailey
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51 min
5. Building energy for change- Dr. John Potter
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38 min
6. The 5 forces of change: a blueprint for leading successful change- Mr. Anthony Greenfield
- Organizational interventions
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38 min
-
19 min
8. Coaching as a tool of change- Dr. Barbara Moyes
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18 min
9. Creating positive workplaces: myth or reality?- Ms. Marilyn Tyzack
- Sustainable change in complex organizations
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41 min
10. Unleashing change in public services- Prof. Steven Kelman
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36 min
11. Change management in the private and public sector- Dr. David Bamford
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40 min
12. Change management and complexity dynamics- Dr. Ysanne Carlisle
- Making the people agenda work effectively
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26 min
13. Behavioral issues in change- Prof. Bernard Burnes
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43 min
14. Change and the individual: expectations and triggers- Dr. Ann Parkinson
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43 min
15. Facilitating individual and personal change- Dr. Suzanne Pollack
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45 min
16. Change and its leadership- Prof. Malcolm Higgs
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34 min
-
45 min
18. Leadership transitions- Mr. Richard DiGeorgio
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33 min
19. Talent: the secret to being world class- Mr. Chris Roebuck
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38 min
20. Managing talent during times of uncertainty- Mr. Stuart McAdam
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39 min
21. The role of supervisors for change acceptance- Dr. Pedro Neves
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23 min
22. Management consultants- Prof. Stuart Macdonald
- Re-thinking change
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35 min
23. Stimulating organizational learning through networks and communities- Dr. Alison Donaldson
- Ms. Elizabeth Lank
- Prof. Jane Maher
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52 min
24. Organizational and transformational change- Prof. Jaap Boonstra
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39 min
25. Organizational culture and change- Dr. Michael Phelan
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42 min
26. The moral foundations for change management- Prof. Roger Steare
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36 min
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30 min
28. Culture change- Mr. Michael Maynard
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46 min
29. Re-imaging and re-imagining approaches to organizational change- Prof. Cliff Oswick
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36 min
30. Organizational change: transformation from e-government- Dr. Roland Yeo
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39 min
31. Change management- Prof. David Lewin
Printable Handouts
Navigable Slide Index
- Introduction
- Structure of this talk
- Change is on the agenda
- Changes come in many forms and shapes
- The record of change management is poor
- People issues
- Is the problem is change management in itself...?
- Does the "management" bit cause problems?
- Traditional theories to change management
- How do we view human beings...?
- Dominant theories of change management
- Most used approaches to change management
- An example: leading change
- Human resources theories
- Organisational learning theories
- An example: the dance of change
- Living systems/ spiritual/ ideological theories
- An example: Theory U
- Important premises
- Systems thinking
- Cognitivism
- Individualism
- Control and change management
- How do these approaches fit with reality?
- Here are some of my (and others) experiences (1)
- Here are some of my (and others) experiences (2)
- Here are some of my (and others) experiences (3)
- Here are some of my (and others) experiences (4)
- Explaining the poor track record
- Understanding the concept of organisation
- The organisation (1)
- The organisation (2)
- Organisational change development
- Organisational change (1)
- Organisational change (2)
- Message from our "reptile brain": save energy!
- Identity in relation to workplace aspects
- Expressions of identity (1)
- The importance of feelings
- Mr. Average Employee
- Expressions of identity in organisations
- Expressions of identity (2)
- Returning to our macro-perspective
- Motivational and behavioural aspects
- Cognitive challenges
- Emotional challenges
- Behavioural challenges
- Going back to a macro-perspective
- Webs of relationships: dynamics of power play
- The organisational iceberg
- Transformational organisational change
- The benefit of changing
- Adding complexity
- Usage of management tools
- Leadership intervention (1)
- Leadership intervention (2)
- Leadership intervention (3)
- A change leader's "wet dream"?
- Reality check for a change leader
- A collision between 'order' and 'chaos'
- Order vs. chaos
- The leadership paradox
- Dealing with these paradoxes
- What should leaders do? Letting go of control...
- The power to set the agenda (1)
- The power to set the agenda (2)
- What should leaders do? role modelling
- Role modelling and questions of character
- Paying attention to communication
- Finding the resources
- Climate for experimentation and learning (1)
- Climate for experimentation and learning (2)
- Summing up (1)
- Summing up (2)
- References (1)
- References (2)
- References (3)
- 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?
Talk Citation
Karp, T. (2009, June 28). After all we are only human: leading people in organizational change [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 21, 2024, from https://doi.org/10.69645/FMUN8985.Export Citation (RIS)
Publication History
After all we are only human: leading people in organizational change
Published on June 28, 2009
34 min
