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At an early age we are taught the difference between needs and wants. This lesson, however, does not prepare us for the reality of change, which is that people must both need and want it for successful transition, writes editor Adeline Teoh.
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There is a growing trend in active leadership and participation approaches where staff form part of the solution, writes Elissa Farrow. She suggests several ways to foster this participation on your projects.
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Elissa Farrow presents some common staff engagement techniques and practices that are useful in change processes and projects. What can you do with information and consultation?
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There is a broad range of engagement techniques that can be used in change projects, writes Elissa Farrow, the important first step is to plan the engagement approach.
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A change manager needs self awareness. They also need to understand how their values and expectations could impact on the success of a change process. Elissa Farrow shows how.
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Incorporating change management processes into your organisation is not the be all and end all of change strategy, writes Catherine Smithson, you need to target and tailor the strategy for each context.
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Organisational culture is enriched by a commitment to open communication, ethics and values and innovation. Elissa Farrow shows how these combined can lead to a culture of engagement.
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What happens when a project goes live without the change management piece thought out and included? Elissa Farrow provides an ode to change readiness.
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Did you know that successful benefits realisation is directly related to ensuring that people use the outcomes of the projects or programs? Elissa Farrow explains how.
...read moreWe have heard about this concept of change management, we know there is a range of courses and tool sets available, but who really is the change manager and what can they do to assist projects to become successful? Elissa Farrow answers these questions and more.
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