Leading Change

Regular visitors to these pages will know that I have discussed a number of approaches to leading change over the past few months. These have predominantly looked at some of the psychological methods by which we can help people adapt and accept changing times, breaking down barriers and overcoming resistance. Now, with the New Year, […]

Conflict management and change process

Over recent weeks, I have discussed several techniques for leading a team through the process of change. For example, we have looked at areas such as Gestalt psychology and Appreciative Inquiry, which help you foster trust, acceptance and participation in the change process and so reduce the need for conflict management. While all of these […]

Using Appreciative Inquiry to change for the better

Last week, I introduced the concept of Appreciative Inquiry, and explained that it is a technique of change management which focuses on identifying the positive rather than the negative aspects of change. Today, we will look at the practicalities of implementing AI and how organisations can use it to change for the better. Asking the […]

Navigating a Team through Changing Times

Over recent weeks, I have spent some time talking about gestalt psychology and its role in change management. One of the key lessons from the discussion was that humans have an instinctive and psychological aversion to anything that is perceived as “not right” or out of kilter. When changing times impact daily routine, some teams can […]

Gestalt change management

If you are involved in any kind of change management within your organisation, gestalt change management may be an approach you have stumbled across at one time or another. Gestalt theory suggests that as humans, we are constantly trying to create order and restore balance when something seems off-kilter. At its root, this stems from […]

Difficult conversations and emotional intelligence, Part Two

If you try to cross the bridge without moving the obstacles out of the way and press ahead anyway, there is a greater chance of falling. Being unwilling to deal with conflict and failing to engage in difficult conversations is the quickest route to failure. There are obvious reasons for not wanting to be involved […]

Organisational change and the art of crocodile management, Part Three

Let’s unpack that crocodile-soothing intervention of President Roosevelt that I described last time and relate it back to organisational change. Roosevelt, of course, had no knowledge of the powerful role of the amygdala in human fear responses. However, as a polio survivor, he did know a great deal about fear and how to overcome it. […]

Organisational change and the art of crocodile management, Part Two

When organisations are developing an order of change designed to achieve a whole new level of performance, you can be sure of one thing: it will rouse from slumber the “inner crocodiles” of the staff who have to implement it. This happens courtesy of a small but powerful brain structure called the amygdala. Amygdalas are […]

Organisational change and the art of crocodile management, Part One

Lest anyone think I’ve taken leave of my senses, what I’m calling “crocodile management” has a well-established basis in neuroscience. Let me explain. Organisational change may often be in dynamic interplay with organisational conservation; think small innovations that don’t rock the boat too much. However, every so often, big, disruptive change becomes an unavoidable necessity. […]

Team building and sustaining trust in times of change

There is widespread agreement that the art of building effective teams involves being clear about collective and individual objectives. What happens to sustaining and building effective teams in times of anxiety-inducing change when mergers, new roles, new processes and redundancies are in the air? According to Roffey Park leadership consultant Catherine Shepherd, one thing emerges […]