Short stories on change management

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short stories on change management

Change Management by Sharon Lee

Times are perilous, violence rife, and the future uncertain. Success and the survival of all you hold dear may hinge on how you manage change.

Some people advise that we “Embrace Change!” Other people realize that change has edges, and if you embrace it the wrong way, it may feel a lot more like a knife than a bromide when it touches your guts.

Here are two Lee and Miller stories set in the Liaden Universe®, Street Cred, original to this chapbook; and Wise Child, reprinted from Baen.com. Both stories with the complications arising from decisive change, and decisive Change Management at the point of peril.
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Change Management explained in 1 minute!

Change management require a compelling story

The Barefoot Guide Connection. Our story. Stories of Change. This article explores the power of stories and storytelling as well as their application in a developmental practice. Lying Dead in the Snow A story of how an organisation was helped to see itself in a surprising way and by doing so transform itself.

Change management require a compelling story

To see deeper, unsee first. How does GE [GE] detach itself from the traditional management baggage that is dragging down its share price and move into the future? How does Cisco [CSCO] unlearn the business model that made it for a brief time in the 20 th Century the most valuable company on the planet and start managing itself with a successful 21 st Century business model? How does the World Bank shed its rigid culture of hierarchical bureaucracy and acquire the agility to become a significant player on the world stage? At this point, we know what needs to be done : focus on delighting customers and stakeholders, managers enable self-organizing teams, accountability through dynamic linking, values that grow the firm and horizontal communications.

Change management require a compelling change story, communicating it to employees and following it up with ongoing communications and involvement. There are two types of change stories consistently told in organizations. Our historical advantage has been eroded by intense competition and changing customer needs — if we change, we can regain our leadership position. The second is the turnaround story — typically a burning platform :. We can become a top-quartile performer in our industry by exploiting our current assets and earning the right to grow. These stories both seem intuitively rational, yet they too often fail to have the impact that management desire. Research by a number of leading thinkers in the social sciences has shown that when managers and employees are asked what motivates them the most in their work they are equally split among five forms of impact:.

As I write this, Amazon. This is clearly an area of struggle and concern for most leaders. Then employees would embrace change. John Kotter, the guru of organizational change, published a paper in on the eight biggest errors that can doom a change exercise: generating a sense of urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declaration of victory and embedding change in the corporate culture. My past three years of work with stories have proven that in at least four of the eight challenges, using stories or story structures can be enormously powerful. Change is most acceptable when one understands both what the change is all about and the reason for the change. It could be your corporate strategy, your culture transformation programme, your merger strategy or even one of your business line strategies—anything that involves major change.

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