Managing change effectively in the dynamic business world requires a delicate balance between convergent and divergent thinking. Here’s why both are essential: Why Balance is Key: In essence, successful change management hinges on harnessing the power of divergent and convergent thinking. By doing so, businesses can navigate change with creativity, precision, and resilience. #ChangeManagement #Innovation…
In a thriving organisation, balancing different thinking styles is crucial for success. Here’s why: In essence, balancing different thinking styles creates a dynamic, innovative, and resilient organisation. #Leadership #Innovation #Teamwork #BusinessStrategy #OrganisationalDevelopment
Balanced behaviours are the cornerstone of a thriving organisation. They stem from balanced thinking, fairness, and a broad perspective. Here’s why these elements are crucial: Why It Matters: Balanced behaviours are essential for creating a dynamic, fair, and forward-thinking organisation. By fostering balanced thinking, fairness, and a broad perspective, we can build a foundation for…
In the fast-paced business world, imbalance is often seen as a drawback. However, it can actually serve as a powerful driver for growth and innovation. Here’s how imbalance can foster development and why strategic rebalancing is essential: Imbalance as a Growth Driver The Importance of Strategic Rebalancing Conclusion Imbalance, when managed effectively, can be a…
We hear a lot these days about AI – how smart it is and what it can do better and faster than humans. But here’s a question I’d ask you to consider – how do you plan to optimise the performance of your workers during times of rapid change? Change is not easy for many…
Imagine it’s night, and you are sitting in the cockpit of a commercial aircraft, about to land the plane at a large airport in a large city. As you look down over the city below, the light from a million streetlamps, cars, buildings and houses floods your brain with sensory information. Amid this abundance of…
The concepts of change readiness and change management are related because they both deal with change. But in what ways are they different and how should we think about each of them? Here’s an analogy that will help us understand the differences. Imagine you wanted to repaint an old house. The walls are dirty and…
Most organisational changes cost more than expected and incur unnecessary financial losses. According to a recent McKinsey study, 78% of the financial losses occur in the implementation phase. And the reason for these losses comes mainly down to people. Leaders and managers charged with implementing this highly complex task experience the frustrations of dealing with…
What is the critical factor indicating the organisation is ready for the change? This is a great question but before we delve into an answer, let’s stop for a moment and think about ‘the change’. The change (whatever it is) must be a response to a problem (either something is wrong, or there is an…
On the Kubler-Ross Model I have written elsewhere about the Kubler-Ross Model (KRM). I have nothing against the model, but I do have a problem with it when it’s used as a model of change. Unfortunately, it is often used that way in the commercial world, and often by change managers. I won’t go into…
