The Assumption of Interdependence

My view of organization effectiveness starts with two important assumptions: We are interdependent, and as a result We need to collaborate. Interdependence implies that people need to cooperate in order to accomplish what they want.  In the workplace, managers need employees to accomplish results that lead to department or organization success.  Likewise, employees need managers … More The Assumption of Interdependence

Everybody’s Changing

Every time I hear Tom Chaplin’s delicate and vulnerable delivery of Tim Rice-Oxley’s lyrics, I imagine an executive choosing this song as the script for their change announcement.   The balance between an urgent necessity and a confusing transition strikes a note of truth that if only spoken more frequently would show an incredible regard … More Everybody’s Changing

Say What You Need to Say

The fastest way to learn is to discover a person or group which reaches totally different conclusions to your own when looking at the same reality. Robert Theobald All too often, we suffer from an acceptance of ignorance.  Whether we are talking about organizations, nations, political parties, religions, communities or individuals, the tension and conflict … More Say What You Need to Say

Mastering the Obvious

Sometimes the best solutions are the most obvious, and unfortunately, the ones least considered. Organization change is hard because leaders and project teams forget to do the simple, but important things, while spending extraordinary amounts of effort in the glitzy and complex.  Technology projects focus on the technology.  Outsourcing focuses on cost analysis.  Mergers focus … More Mastering the Obvious

Despots, Group Think and the Ugly Side of Institutional Optimism

In my personal life, I am an optimist.  I believe fully in the power of positive thinking and the value of spreading good cheer wherever I go, if only because it makes life more fun and enjoyable. But when it comes to managing change, I believe in realism.  A key component of the Architecture of … More Despots, Group Think and the Ugly Side of Institutional Optimism

Now What? Managing Well After Layoffs, Recessions and Other Corporate Stressors

You better start loving up your employees. As we begin to recover from the economic downturn, organizations will be relying on their workforces more than ever to help them return to stronger financial performance.  But with recent studies showing that fewer than 1 in 3 employees are engaged and as many as 55% are passive … More Now What? Managing Well After Layoffs, Recessions and Other Corporate Stressors