5-9. When Organizations Allow Expert Knowledge to Just Walk Away
Proposes a grand narrative approach for retaining and reusing knowledge potentially lost due to turnover and retirements.
On matters of individual or organizational learning, knowledge development and management, or history
Proposes a grand narrative approach for retaining and reusing knowledge potentially lost due to turnover and retirements.
Mandatory training serves important purposes but can be painful and ineffective in execution. Are there ways to do it better?
Sometimes change efforts success despite poor communication, or great communication doesn’t lead to successful change. Why is that?
The change management literature often focuses on how to start change, but not how to take responsibility for change efforts underway. What does one do?
Organizations face counternarratives continuously. Are there ways of defending the organization against them without resorting to defensiveness?
When change effort succeed, there is often a push to celebrate success, but is that always the best thing to do? Sometimes, no response may be better.
What happens when an organization decides that a role performed on a voluntary basis is so important that it should become a permanent position?
Given a choice, where would you more likely take a job? When you answered, did the weather or climate play a role. If so, you’re probably not alone…
Stopping something, like bad habits or change efforts is an important part of change, but is sorely overlooking in the popular change literature.
There is little question that political division is strong and inhibits dialogue. To what extent is this a problem and what should be done about it?