We have all heard reputed change management consultants and journals making claims such as:
“Burning platforms are very powerful drivers of strategic change”
“We know, for example, that 70 percent of change programs fail”
“people naturally resist change”
“creating organisational change is hard”
But what evidence is there to support these claims?
In this article we outline:
- Why these assumptions need to be challenged
- What assumptions we need to challenge
- How four axioms of change should form the foundation of a change management practice
Continue reading “How to Challenge Change Management Assumptions”
BEING and DOING is a fine balance.
Imagine constantly being hit by a stick whilst being asked to work harder.
This is how it feels for people who find it difficult BEING themselves at work.
Fears of rejection from a social group activates the same areas of the brain as physical pain.
To fit in, we wear the armour of DOING but this can create more distance between us and our colleagues.
BEING ourselves makes us vulnerable but this is the root of human connection.
This blog shows how organisations can create well-being by balancing DOING and BEING in the workplace. Continue reading “Invest in Well-Being : The ROI for Balancing BEING and DOING”