An imagined Q & A introduces a new direct published Notebook Series. The post seeks to convey the rationale for the new Notebook Series, the likes and dislikes of direct publishing and hopes for the future.
How they framed organizational change failure (Notebook No.1)
We need to question the persuasive narrative that organizational change tends to fail. This post introduces Notebook No.1 and its chapter content questioning currently favoured change failure framing.
How they constructed change leadership (Notebook No.2)
https://www.amazon.co.uk/dp/B07SFWVQB2 Post in 31 words - This post introduces the second Notebook and its chapters. The shift from change management to change leadership begs a question why? We seem to place faith in leading change, but why? An introduction to the Notebook Series is available here I have worked at Brighton since October 1987. During …
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Leading changes: Why transformation explanations fail
Abstract Professor John Kotter (1995) claimed in Leading change: Why transformation efforts fail to have identified eight leadership errors which resulted in transformation failures. He followed this up in 1996 with his best-selling book Leading Change, prescribing an eight step model for leading transformations encouraging change leaders to create a sense of urgency, build powerful …
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I am not dreaming of an evidence-based Christmas
Blog in 62 words My final post of the year is on a festive note, in which I have a gentle (respectful) dig at colleagues who see evidence-based management (EBM) as the future for managing and leading organizational change. We need evidence, but we need to remember that managing and leading change always involves moving …
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Leading change is very different from commanding change
Senior people refer to ‘leadership’ when what they are really talking about is ‘command.’
Leading change: The nonsense of urgency
Creating urgency has become synonymous with leading change to the detriment of individuals, organizations, and societies.
