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| Corporate Consulting,
Management Coaching and Message Management Communications
Change & Transition Management & Courses in French & English . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
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| Coaching Consulting Facilitating Training |
 It
is a no secret that Organizational
Transformation and Change
can be well handled or mishandled, but it is not well enough
known that each change provokes a transition,
which is akin to a rite of passage. In some
ways traditional societies know better how to manage change than modern
companies. To young people who are moving from being children to
adults, from being single to married, from being childless to having their
first baby the experienced older men and women of the traditional
societies explain exactly what will end, what will begin and how the time
of adjustment between the two states will play out. This practice is
sometimes known as managing "Rites of Passage". Transitions
in companies can also be managed
so that endings and new beginnings are understood and effective, but
quite often the whole practice of adjustment
to change and the management of transitions is ignored.
When
change and transformation efforts fail it is usually because they were
guided by "pious wishes" and not by down-to-earth
knowledge of human psychology and a practical change and
transition management plan. |
Coaching
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Faites-nous part de vos besoins en conseil et en formation et de vos
appels d'offres a :
Please send your requests for information and your requests for
proposal to :
Systèmes & Ressources
14, avenue de l'Opéra
75001 Paris, France
Téléphone : +33 1 30 61 46 17
For a quick email response, send a
message to :
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When
beginning to help managers manage a transition in a company, Syre
Consulting calls on the methods of William Bridges to organize the
individual sensemaking process associated with any organizational change.
Too often management spends months fine tuning the solution while
employees wonder when they will be given the facts that show them why it
was necessary to tinker with the motor in the first place. Is it any
wonder that people who feel they are treated like mushrooms ("kept in
the dark and fed garbage") subsequently don't buy into somebody
else's solution ? People affected by change want to be given clear
information about the problem that management is trying to solve. In
that way they can get on with their own transition and start developing
their own practical answers to help it along.