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 organizational change — good, bad, or indifferent
Proposes a grand narrative approach for retaining and reusing knowledge potentially lost due to turnover and retirements.
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?
We all want to be ‘change agents,’ right? But sometimes reliability and predictability are good. So, is it good sometimes to be a ‘continuity agent’?
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.
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?
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?
There are many ways to achieve the desired ends of a change effort. This episode discusses four broad strategies with their strengths and weaknesses