3-10. Communicating on the Defense Without Being Defensive
Organizations face counternarratives continuously. Are there ways of defending the organization against them without resorting to defensiveness?
Organizations face counternarratives continuously. Are there ways of defending the organization against them without resorting to defensiveness?
Anyone can claim that a change effort succeeded or failed, often arguing emotionally. Is there a rational way to argue that a change effort had an impact?
My third episode looking at an organization’s commitment and obligations to its members, this time focusing on the care and welfare of members’ families
Overusing smartphones could harm one’s health, but we persist in using them and how we use them is becoming more complex. Should we break the cycle?
Managers tend to use instrumental approaches to changing organizational culture, often to disappointing results. Why is that and what other options exist?
What happens when an organization decides that a role performed on a voluntary basis is so important that it should become a permanent position?
Many students begin with BIG questions in mind, but must focus on narrow questions to get published. How to keep an eye on the BIG questions?
When a flagging brand turns itself around and becomes a winner, it’s interesting. But can it be replicated? And if so, what does it take?
Nowadays, organizations cannot avoid being criticized. I explore the narrative structures that fuel the seemingly endless string of negative messages.
There are many ways to achieve the desired ends of a change effort. This episode discusses four broad strategies with their strengths and weaknesses