Tag Archives for " Organisational change "
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How organisations unwittingly obstruct their own organisational change
How organisations obstruct their own change: The case of introducing motivational interviewing to reduce sickness absence A new study looks at the experiences an organisation had of introducing a new working method which shines a light on how organisations unwittingly obstruct their own organisational change. The Swedish Social Insurance Agency introduced a new tool, ‘motivational […]
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Conventional wisdom and change: the role of mavericks in creating change
Conventional wisdom and change Much of the rhetoric around change in organisations is based on conventional wisdom. Conventional wisdom refers to the commonly held beliefs, ideas and assumptions that a population has about an issue. These lead to a set of expectations, interpretations and explanations that people assume are true. As a result the ideas […]
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Receptiveness to change: how job satisfaction and organisational commitment impacts it
Receptiveness to change is a key issue in organisations. A lot of time, money and effort is used trying to predict and develop receptiveness to change as this is a primary indicator of organisational readiness for change. A new study looking at the relationships between job satisfaction, organisational commitment and people’s attitudes toward organisational change […]
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Organisational Development / Organisational Change Research Briefing Downloads
Downloads Home > Organisational Development / Organisational Change Research Briefings (This page) Individual Research Briefings by Category/Topic: Member Home Coaching | HR | L&D | Leadership | Management | OrgDev/Org Change Oxford Review Copies Browse Everything in order of publication (ish) Infographics Video Research Briefings
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The Oxford Review – Downloads – Copies of the Monthly Oxford Review
Get back copies of the monthly Oxford Review: The very latest evidence, thinking and research across the areas of Organisational Development, Organisational Change, Leadership, Management, Human Resource and Human Capital Management and practice, Learning and Development and Coaching. The Oxford Review is a monthly journal containing jargon free, practical and useful research briefings. No […]
Read moreHow to Develop Organisational Agility and Intelligence
How to Develop Organisational Agility How to Develop Organisational Agility. Many organisations want to develop greater agility and better knowledge management in the face of uncertainty and change. A new study looks at what it is that helps to create greater levels of agility and intelligence / knowledge management capability. The big 3 factors for […]
Read moreHow to change a bureaucracy into a dynamic organisation
Public and private bureaucracies have a number of traits that collude toward slowing them down and producing outcomes that streamlined, fast paced organisations would never tolerate. In dynamic businesses, most, if not all the employees work together to achieve the aims of that business rather than the agendas of individuals. A new study looks at […]
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Resistance to agile working: Why people are resisting moves to agile
Resistance to agile. A new piece of research into changes in methodology of software development has highlighted many of the problems that are faced in nearly every change programme in organisations. Resistance to agile working is an increasing phenomenon as the agile methodology spreads out of the software industry. Resistance to agile working […]
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Had a Difficult or Painful Change Programme? The Next One May be Worse
Organisations that attempt a change programme after a previous difficult and painful change programme face an increased and significant risk of failure during the next programme. This, a new study shows, is down to employees of the organisation effectively being mentally scarred by the last attempt at organisational change. Difficult and painful change programmes significantly […]
Read moreDistributed Agency: Definition and explanation
What is distributed agency? Distributed agency refers to the situation where the actions or operations of a range of different individuals often with different motivations, interests and in different places combine to create an outcome they all wanted. Distributed agency can either be co-ordinated or uncoordinated, i.e by chance. There are considered to be four […]
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