CHANGE, CONSCIOUSNESS AND TRANSFORMATION
The plan in the summer of 2019 was a simple one. After 32 years working at Brighton Business School, in later years as a Reader in Organizational Change, I would take a year out. My thinking was that I would rest my body, mind and soul and then in the summer of 2020 take on …
I recently enjoyed talking with Jane and James as part of their World of Work podcast series. It was good to take a break from gardening and my joy of composting and engage with another of my passions - organizational change. We talked about the scope of organizational change, my attraction to the field and …
My appreciation of Breaking Convention 2019 psychedelic consciousness conference themed around five personal highlights of a fascinating three days.
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.
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.
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 a …
Continue reading "How they constructed change leadership (Notebook No.2)"
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 …
Continue reading "Leading changes: Why transformation explanations fail"
