Category: Readiness-Centred Change
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by Steve Barlow
Organisations rarely change in sudden leaps. They drift. Behaviour shifts gradually, unevenly, and often imperceptibly — until the cumulative effect...
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Organisations often assume that when they create opportunities — innovation funds, leadership programs, new tools, empowerment initiatives — people will...
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Pressure doesn’t create new behaviour. It reveals the behaviour the system was already designed to produce. When an organisation is...
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Organisations often assume that if people have the right skills, knowledge, and experience, they will naturally take up the behaviours...
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Most leaders think of structure as an org chart — reporting lines, roles, and boxes on a page. But the...
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Most leaders assume that change is naturally chaotic — unpredictable, emotional, and difficult to control. They see confusion, friction, and...