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Why Organizations Resist ChangeOrganizations are coalitions of interest groups intension wherein balance (ultra-stability, equilibrium) of forces has beenhammered out over a period.
EVENT REVIEW: Sustainable change is something of an oxymoron, the notion of creating an environment of change that stays the same.
Last week Benchmark for Business brought together two leading thinkers in this area, Michael Watkins, chairman of Genesis Advisers and Dan Heath, a senior fellow at Duke University’s Center for Advancement of Social Entrepreneurship (CASE). Watkins is best known for his hugely successful first book “The First 90 Days: Critical Success Strategies for New Leaders at all Levels” published in 2003.
Over recent years Watkins has shifted his focus from the actions individuals can take to improve their chances of success when moving into a new role, whether that be an internal or external move, to what organisations can do to improve the environment for success for such transitions. From the intangible concepts of trying to change culture and behaviour Watkins research has shown that using these much better understood and implementable ‘hard’ actions change can be achieved – and sustained. The next Benchmark for Business event is with Kjell Nordstrom and Chris Barez-Brown in  Manchester, 14 September 2011.

Practical Change management models are useful frameworks for leaders of change. Related Change Pages Managing Organizational ChangeLook I know it is not as easy as step 1 to 8, and yes, this is a bit of a simplification.
Effective leaders of change create the benefical conditions for employee engagement,thinking ,learning and adaptation. So how about telling us?What else would you like to see on leopard-learning?We have found that the quality of E Books on the web is very mixed.
Nonetheless it is a main theme of many organisational development departments linked as it is to the notions of innovation, flexibility, adaptiveness that all companies now need to have to cope with the complex, fast-moving commercial environment. As with so many leadership and organisational change frameworks the solution requires effecting the right culture for change to occur in. So the state of maturity to a large degree reflects the prevailing dominant corporate culture. Where you and your organisation sit on these maturity models is one of the key factors in leading change that will determine your chances of success.
However it is a convenient way to illustrate the route map for managing organizational change.I have found this model to be a useful checklist and planning tool to help ensure you cover the most important components of organizational change management. So, we are thinking of adding some quality information packed E-books backed with videos in the areas of Leadership development, Career development, Leading Change.

Select it and click on the button to choose it.Then click on the link if you want to upload up to 3 more images. Here we will talk about the impact of change on learning and what you can do about it. Resistance To Change Understanding and working with resistance to change.
Principle 4: Old cultural elements can be destroyed by eliminating the people who “carry” those elements, but new cultural elements can only be learned if the new behavior leads to success and satisfaction 5.
Assess the overall resistance to change by: • Examining to what extent the various forces of resistance are correlated with one another. Not all change is the same of course, or perhaps I should more correctly say our perceptions of change vary according to how we see the world.

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