4-5. Is There a Difference Between Continuity and Complacency?
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’?
Topics
This is for a second menu breaking episodes down by topic area rather than the four themes
4-4. Are There Ways to Assess Effective Collaboration?
We talk a lot about the importance of collaboration nowadays, but do we really know how to evaluate it? I relay one experience that might provide clues.
4-3. When a Leader Falls From Grace, Should That Negate Their Positive Contributions?
When leaders commit misconduct or otherwise harm their reputation, some people dismiss the good that the leader did. When, if at all, is this appropriate?
4-2. When Unresolvable Tensions Exist, How Can Leaders Maintain Unity?
Organizations face counternarratives continuously. Are there ways of defending the organization against them without resorting to defensiveness?
4-1. Should Change Agents Celebrate Success and Worry About Failure?
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.
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?
3-9. The Plausibility Test for Measuring Success and Failure in Organizational Change
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?
3-8. On an Organization’s Commitment to Its Members’ Families
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
3-7. Warning Signs and Why We Ignore Them — The Case of Smartphone Overuse
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?
3-6. Can One Really Plan Culture Change?
Managers tend to use instrumental approaches to changing organizational culture, often to disappointing results. Why is that and what other options exist?
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