Part 7: Complexity, change and turbulence
In this article, we offer some ideas on management practices that are liable to increase complexity artificially along with adverse effects on change management
This article is the seventh and last in a series about the problems of change management in organizations. In the previous articles, we addressed the issue of complexity on several occasions, explaining that it renders change management more difficult. This time, we offer some ideas on management practices that are liable to increase complexity artificially along with adverse effects on change management.
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| Manage your name brand - this article provides 25 ways with examples to distinguish yourself in a crowded "marketplace."
| This article presents an analytical framework that explains how IT-enabled change can be driven in practice - this research addresses exactly what it is that managers must do to successfully lead IT-enabled change.
| This paper discusses ways to change employee attitudes and behavior to drive successful change. An excellent discussion for a CIO who is constantly shepherding change - now, drive it to better outcomes.
| This second article addresses the choice of a strategy for change among those available to management.
Posted on 03/24/2009 by