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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
- Team sports are examples of complex emergent
- Aim: to offer food for thought
- It is time to abandon many of the sacred cows
- Sacred cows of newtonian inspired management
- Simple complexity inspired rules
- Some emergent behaviours are undesirable
- Some systems are complicated but not complex
- Properties of complicated systems
- What is a complex system?
- New York stock exchange 1939
- Complex systems operate at many different levels
- Organisations are complex systems
- Example: an engine is complicated
- Summary: complex systems properties
- Complex systems evolve to the edge of chaos
- Forces that moved systems to the edge of chaos
- Example: the securitisation process
- Multiple interconnections / interdependencies
- The Tokyo stock exchange
- The butterfly effect
- The Lorenz effect
- The financial hurricane
- A run on the American Union Bank
- Dynamics driving change in complex systems
- Self organisation
- Emergence can not be predicted
- Co-evolution
- Complexity dynamics make outcomes unknowable
- A human being is part of a whole, "the universe"
- Managements aren't equipped to deal with change
- The long shadow of newtonian science
- The science of complicated systems
- The scientific revolution
- Newton's influence on management
- The origins of professional management
- The principal - agent control problem
- Provide carrots to managers
- Newtonian thinking
- Free ourselves from the delusion of separateness
- The evolution of management thinking
- Summary
- The vision of an organization as a living system
- The complexity alternative
- Complex behaviours emerge from simple rules
- Companies that use complexity management
- Vicker's two threats
- Moral hazard in times of rapid change
- Changes created opportunities to increase profits
- Delusion of separateness
- A systemic type of moral hazard
- The complexity moral hazard problem
- What is moral hazard
- The pattern of cracked mud
- Crises preceded by emergence of moral hazard
- The emergence of moral hazard - a threat
- Moral hazard is a periodic undesirable emergence
- Moral hazard will not always be a precursor
- A signal that needs to set off alarm bells
- At the corporate level
- The role of regulators
- Counter-intuitive outcomes
- Newtonian thinking continues to cast its shadow
- Let us hope for more unreasonable men
- Selected references
Topics Covered
- Complicated and complex systems
- How complex systems evolve with examples from the banking sector
- Complexity dynamics and their implications
- Why conventional management is ill-equipped to deal with those implications
- An alternative approach which may be better suited
- Two key threats in times of rapid change
- Failure to adapt
- Not all emergence is desirable
- Suggestions for managers and regulators.
Talk Citation
Carlisle, Y. (2010, June 9). Change management and complexity dynamics [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 21, 2024, from https://doi.org/10.69645/SVPJ1985.Export Citation (RIS)
Publication History
Change management and complexity dynamics
Published on June 9, 2010
40 min
