If you’re new here, start with the cornerstone pieces and work outwards.
Introducing Dialogic Organisational Development (Part One)
Is an organisation a kind of ‘organism’ surviving in a changing environment? That metaphor has gained a great deal of currency over the years. However, organisational development innovator Dr Gervase Bush thinks it’s outlived its usefulness. It invites a “diagnostic”...
Systems thinking: seeing the bigger picture
A member of a high-performing team is promoted to a new post elsewhere in the organisation in the hope that she’ll help lift the performance of a flagging team. She’ll bring some of the magic she learned in her previous role with her, won’t she? Wrong. The team she...
Culture change: talking the walk
Conventional wisdom holds that leaders who “walk the talk” – who demonstrate consistency and congruence in what they say, do and believe – set the best examples for others. There’s a lot of truth in this, but I’d like to make a plea for the opposite: talking the walk....
Successful culture change helps people become who they already are
It’s no exaggeration to claim that behaviourist-informed approaches to culture change still dominate the field. The problem is that they don’t work: phrases such as “managing people”, “shaping behaviours” and “driving change” share assumptions that people are passive...
Culture change and communication: two inseparable partners
Business academic David Needle describes organisational culture as the collective beliefs, values and principles of its members, a dynamic and evolving habitat that arises out of the continually bubbling brew of history, product, market, management style, type of...
Decision-making, behaviour change and thinking about thinking (Part 2)
Let’s look at the third step of Professors Beshears’ and Gino’s change management model: understanding the underlying causes of the defined problem. Two questions are critical here: is the problem mainly due to people failing to act (i.e. insufficient motivation), or...
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