Organization Change Resources

[ see Knowledge Management & Organizational Learning Resources ]

Supporting aids for change

Organizational Design - changing organizational structure to drive alignment with the mission/vision
Organization Assessment - determining readiness for (mission fulfillment, strategy implementation, & organizational change)
Mission-Vision Questionnaire - for raising awareness and tracking progress for grassroots visioning
Benchmarking Excellence Study Teams (BEST) - establish structure for continuous improvement through focused study of problems and/or opportunities. Also includes employee development as part of the learning process.

Change Theories

Lewin/Schein's Change Theory - commonly called the unfreezing-change-freezing approach to change. Initially theorized by Kurt Lewin and expanded by Edgar Schein.

Transtheoretical Model (TTM) - aka Stages of Change (SOC) model

Influencing Individual Change - builds on the TTM/SOC model with additional information on the Lewin/Schein Change Model
Stages of Change - a little more detailed

Resistance to change

Is it Really Resistance by Rick Brenner
Resistance to Change (#495) by Patti Hathaway
Resistance to Change
The Futility of Resistance (to Change)
Taking Advantage of Resistance to Change (and the TOC Thinking Processes) to Improve Improvements
Background Information: Personal Change

Learn more about organizational change.

Decisions to Make Before Organizational Change - Overview of questions of approach, goals & measurement, techniques & actions, control & breadth of implementation, and degree of employee involvement.
Assessing and Improving Your Organization: Symptoms, Diagnosis, and Cures - very basic approach to change assessment.
Leading change when you are not in charge - "Building Organization Momentum Through Leadership… When You're not the Boss" (alternate link)

Miscellaneous links for organizational change

Determining organizational culture - based on the Repertory Grid interviewing technique.
Gap analysis - identifying the difference between the current situation and what is desired
6Sigma - training courses for process understanding using the six sigma control techniques

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Join the ChangeAgent discussion list.
Traditional top initiated change processes usually fail to meet their objectives even when heartedly endorsed by top management. On the other hand, grassroots change emerges and accounts for the majority of successful organizational change even though it is often attributed to top level initiatives in hindsight by those in the organization. The discussion will focus on how emergent organizational change can be enabled by individuals working as change agents within their area of influence. Ideas will be exchanged and encouragement given to others walking the often lonely path of the Change Agent.

Topics include self-leadership, change processes, shared vision, applied change processes, upward managing, peer encouragement, idea generation, action research within organizations, etc.

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Last modified: August 23, 2007