• Strategic change
• 43 min
  1. A convergence model for change

  • Prof. Colin Carnall
• 45 min
  2. Models for strategic change: an overview from strategic management

  • Prof. David Wilson
• 41 min
  3. Making M&A's successful

  • Mr. Richard DiGeorgio
• 41 min
  4. Developing context sensitive approaches to change: contextual features

  • Prof. Veronica Hope Hailey
• 51 min
  5. Building energy for change

  • Dr. John Potter
• 38 min
  6. The 5 forces of change: a blueprint for leading successful change

  • Mr. Anthony Greenfield
• Organizational interventions
• 38 min
  7. Building change through executive development interventions

  • Dr. Phil Dover
• 19 min
  8. Coaching as a tool of change

  • Dr. Barbara Moyes
• 18 min
  9. Creating positive workplaces: myth or reality?

  • Ms. Marilyn Tyzack
• Sustainable change in complex organizations
• 41 min
  10. Unleashing change in public services

  • Prof. Steven Kelman
• 36 min
  11. Change management in the private and public sector

  • Dr. David Bamford
• 40 min
  12. Change management and complexity dynamics

  • Dr. Ysanne Carlisle
• Making the people agenda work effectively
• 26 min
  13. Behavioral issues in change

  • Prof. Bernard Burnes
• 43 min
  14. Change and the individual: expectations and triggers

  • Dr. Ann Parkinson
• 43 min
  15. Facilitating individual and personal change

  • Dr. Suzanne Pollack
• 45 min
  16. Change and its leadership

  • Prof. Malcolm Higgs
• 34 min
  17. After all we are only human: leading people in organizational change

  • Dr. Tom Karp
• 45 min
  18. Leadership transitions

  • Mr. Richard DiGeorgio
• 33 min
  19. Talent: the secret to being world class

  • Mr. Chris Roebuck
• 38 min
  20. Managing talent during times of uncertainty

  • Mr. Stuart McAdam
• 39 min
  21. The role of supervisors for change acceptance

  • Dr. Pedro Neves
• 23 min
  22. Management consultants

  • Prof. Stuart Macdonald
• Re-thinking change
• 35 min
  23. Stimulating organizational learning through networks and communities

  • Dr. Alison Donaldson
  • Ms. Elizabeth Lank
  • Prof. Jane Maher
• 52 min
  24. Organizational and transformational change

  • Prof. Jaap Boonstra
• 39 min
  25. Organizational culture and change

  • Dr. Michael Phelan
• 42 min
  26. The moral foundations for change management

  • Prof. Roger Steare
• 36 min
  27. Managing organizational change: a philosophies of change approach

  • Dr. Fiona Graetz
• 30 min
  28. Culture change

  • Mr. Michael Maynard
• 46 min
  29. Re-imaging and re-imagining approaches to organizational change

  • Prof. Cliff Oswick
• 36 min
  30. Organizational change: transformation from e-government

  • Dr. Roland Yeo
• 39 min
  31. Change management

  • Prof. David Lewin

Printable Handouts

PDF

Navigable Slide Index

1. Introduction
2. Two main issues
3. 71% unsatisfactory results
4. Two questions
5. Perspectives why change is difficult
6. We create our own barriers
7. Most important barriers for change
8. Taking a look at ourselves and the environment
9. Issues - managing organizational change
10. Levels of change
11. Managing organizational change
12. Planned change and development
13. The design and development approaches
14. Planned change or development
15. The design approach as an organised tour
16. The design approach - when problems are known
17. The development approach as a mountain hike
18. The development approach - diagnosing problems
19. The shadow sides of your choices
20. Choosing change strategies
21. Obstacles on the way to change
22. Success in change - principles
23. Success in change - insights
24. Equilibrium and guidance
25. Dealing with poorly defined problems
26. Issues - transformational leadership
27. Transformational changes - inquiring
28. The little prince
29. Naturalistic inquiring
30. Chaos theory simulation
31. Appreciative inquiring
32. Soweto
33. Mandla Mentoor
34. Cleaning the mountain
35. The junior music group
36. Environmental group
37. Gardening group
38. Community center
39. The children of Soweto
40. The diffusion group
41. Choosing deliberately
42. A diversity of ideas generates new interactions
43. Inter-acting
44. Future, history and the here-and-now
45. Contextualizing
46. Are you a transformational leader?
47. Learning
48. A quote from Barnett Newman, 1943
49. Appendices
50. Biography of Jaap Boonstra
51. References
52. Inadequate strategic management
53. Traditional organizational structure
54. Legacy information systems
55. Power and politics
56. Individual uncertainties
57. Organizational culture
58. Principles of planned change
59. Principles of developmental change
60. Principles of transformational change
61. Professional questions
62. Research questions

Topics Covered

• Perspectives on why change is difficult
• Most important barriers for change
• Issues in managing organizational change
• Planned change and development
• Choosing change strategies
• Success in change
• Issues
• Choosing deliberately
• Contextualizing
• Learning

Links

Series:

• Change Management

Categories:

• Management, Leadership & Organisation

Talk Citation

Publication History

• Published on July 14, 2009