People change because they are optimistic about the future: their future. They see things they can look forward to, things they want to be part of, things they want to share.  This optimism gives them a good reason to change. There are three things we need to consider about optimism. First, it is not just the object of the optimism that is important.  In other words, it is not just a vision of what the future looks like [...]

There are over 7 billion people on the planet and every one of them changes. Not once, but hundreds or thousands of times. Each person has their own reasons, so the reasons for change must number in the billions. Not a very manageable number. Fortunately for us, though, there are some patterns that can help us understand why people change. It ultimately comes down to just 3 issues. These issues are not reasons for change, but rather catalysts [...]

In the end all change is personal. And its impact on you depends on your personal change fitness. It is personal because it affects how people function, what they are expected to do, how they feel, how they interact, and how they relate. If we lose sight of the personal we are left with strategies, processes, plans, approaches, measures, hardware, software, and so on. In short, we are left with the structural frameworks that support the change. But [...]

Management loves measurement. As managers, we set our targets and measure our progress relative to our success criteria. We always hope the numbers look good. There is a relatively high degree of predictability when we manage a steady-state environment. It’s business as usual. But when there is change afoot, there is also a fair degree of uncertainty and unpredictability: managing an organisation through change is no easy or simple task. So how do we do it? What’s the [...]