Change Consulting Associates makes the development of client change capabilities a priority. Here are some samples of research and papers we have developed with clients and other colleagues to illustrate this. In addition, our change programs include an array of Lunch & Learn sessions to build project team capabilities.
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The Change Made Simple Model is based on a number of key principles, many drawn from neuroscience findings, to build trust and control stress. There are three primary stages and the article details how to approach each to limit or avoid entirely resistance.
Entrepreneurs, especially in the life sciences, often introduce disruptive changes but in ecosystems with no or poor sponsorship. While they often focus on the desirability of their innovations, they really need to approach socializing their work as a change management effort. This paper notes change concepts and models that can be used by life science (and other) entrepreneurs to more efficiently and effectively introduce their innovations to key stakeholders.
We have advised clients that some things in successfully managing change are counter-intuitive. As it turns out, though, they are perfectly sensible provided you consider how the brain functions.
This paper describes how resistance can be minimized, or possibly avoided altogether, by controlling limbic system stimulation. There are a number of tips concerning how supportive and disruptive change activities can be staged to elicit positive organization responses.
The skills and strategic capabilities required of the top leaders in a successful change program are more demanding than those of leaders at lower levels, and they serve to distinguish effective executives from competent department heads. Specifi-cally, seven commonly recognized strategic change capabilities differentiate those who succeed from those who fail. Though many companies have had varying levels of success by implementing some number of these capabilities, experience working with several dozen utilities on major change programs suggests that success depends on mastery of each of them.
Common to most unsuccessful change efforts (i.e., about 70%) is an inability to control the amount of stress created and/or improper engagement of social networks (i.e., groups people feel affiliated with) in the organization. These factors tend to show up in varying degrees in six possible mistakes.
Extends a framework for addressing the obstacles utilities will face in creating a positive Smart Grid customer experience. The key barriers will involve integration, adaptability and cultural factors. The paper provides a variety of suggestions to help utilities with their Smart Grid program planning.
Provides a framework for designing sustainability related change programs. Using Smart Grid as a case example the paper reviews the kinds of change issues that are likely to arise inside and outside an organization (in this case utilities) in implementing more sustainable capabilites. Not everyone will adopt sustainability at the same time or in quite the same way. This paper explores how the use of Rogers’ adoption diffusion model can be adapted to help organizations improve the cost effectiveness of their sustainability change programs.
