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.
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.
My Fab4 – Communicating Change Publications
Four communicating change publications with the potential to inform practice
I am an academic, or perhaps I am academic: Identity and organizational change
In organizational change studies ‘identity’ has become the new ‘culture’...
