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| Managing Non-Stop Change in Organizations Conduire la transition organisationnelle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
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| Managing Non-Stop Change |  There exists an
often understood, enormously big difference between Change and
Transition although it is change that catapults the individual into
transition. One of the problems many organizations encounter when they
seriously try to manage a transition is that the change that causes it is just one of
many. Organizations that operate in an environment where change is continuous need
to develop certain mechanisms to help people deal successfully with the effects of
non-stop change. |
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 An interesting exercise is to make a
list of all the changes that have taken place in your company over the past two
years. How many have been outstanding successes ? How many have been blinding
failures ? How many were even evaluated ? How many had you forgotten ? How many
should have been terminated but are still dragging on ? Then make a list of all the
changes that are presently underway. Lastly, make a list of all the changes you
envisage for the next two years. How many of the present and future changes
will be outstanding successes if they are being held back by those other changes which
many people seem to have forgotten but which are still clogging up the works ? Jack
Welch at General Electric invented "Work Out" and maybe it is time your company
also started working some of those changes out of its system, by handling its transition
deficit.....
The Content Of The Training Seminar 1. The Challenges Of Non-Stop Change 2. How To Clarify The Foundation For Change 3. All The Changes Going On In the Organization 4. The Ten Strategies for Dealing Successfully With Constant Change 5. Mapping, Discussion & Action Planning The Delivery Format
Our Systems Intervention Method
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| Paradoxically, in a world without credible institutions, in a world where many of the old certainties have gone by the board, there are three aspects of life about which we wish to be sure : the family, the economy and the company we work in. They seem to be the centre of all our dreams and disappointments. We think that in these areas the dealings should be fair and rational. That is why reorganizations, downsizings, re-engineerings, new technologies, new strategies, new rules and new leaders are now seen as the main events that can change our lives and affect our families. That is why unexplained change is feared and why transitions are lived so passionately... | ||
