Category: Leading Change
Change as a thing people go through rather than a thing that gets announced. Transition, resistance, communication and why most change programmes land badly even when the plan was sound.
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Could Better Questions Lead to Better Organisation Development?
Part 2 of 3 · A series by Brian Hunter Young What If Organisation Development Has Been Looking in the Wrong Place? Could Better Questions Lead to Better Organisation Development? (you are here) Who Decides What Organisational Values Really Mean? What if the greatest contribution organisation development can make is not designing […]
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What If Organisation Development Has Been Looking in the Wrong Place?
Part 1 of 3 · A series by Brian Hunter Young What If Organisation Development Has Been Looking in the Wrong Place? (you are here) Could Better Questions Lead to Better Organisation Development? Who Decides What Organisational Values Really Mean? Organisation development has always borrowed widely — from psychology, systems thinking, action […]
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Influence and Persuasion at Work – A Combined Consideration
Influence and persuasion are among the most practically important skills in working life, yet they are typically taught as disconnected theories rather than an integrated model. They’re also a bit nefarious, in some ways. You are already doing it… All of us are, pretty much all the time, influencing other people. The […]
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Predictive Coding and the Predictive Brain: A Deep Dive
Predictive coding proposes that the brain is not a passive receiver of sensory information but an active prediction machine, constantly generating top-down expectations about what it will encounter and updating those expectations only when prediction errors demand it. Predictive Coding: How we experience the world Drawing on the work of Karl Friston, […]
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Think, Feel, Do – A simple checklist for communications and events
“Think, Feel, Do” is a simple framework to consider when drafting communications or creating development workshops and programmes. Before creating such things, ask yourself: what do you want people think, to feel and to do as a result of what you create. Think, Feel and Do The “Think, Feel, Do’ framework we […]
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The Hero’s Journey – A structure to our stories
The Hero’s Journey is a structured framework that appears to underlie many great stories across the world and history. Also known as the “monomyth” the framework was captured by Joseph Campbell in his book “The Hero with a Thousand Faces.” The Hero’s Journey It appears to be the case that many of […]
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SWOT Analysis and Your Personal SWOT
SWOT is a simple, essential strategic analysis tool used to analyse an organisation. It stands for Strengths, Weaknesses, Opportunities and Threats. We sometimes use it as a “personal SWOT” in relation to ourselves / participants in our programmes as well. SWOT SWOT is one of the most famous and ubiquitous strategic planning […]
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E179 – Management Challenges: A Restructure Is Coming
From the archive This episode is from The World of Work Podcast, made by James Carrier and Jane Stewart at the World of Work Project — a previous venture of ours. All 187 episodes, recorded between 2019 and 2024, are kept here because the conversations still hold up. You can find Jane on LinkedIn, and…
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E152 – Leading Transformational Change (w Ian Ziskin)
From the archive This episode is from The World of Work Podcast, made by James Carrier and Jane Stewart at the World of Work Project — a previous venture of ours. All 187 episodes, recorded between 2019 and 2024, are kept here because the conversations still hold up. You can find Jane on LinkedIn, and…
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McKinsey’s Influence Model of Leading Change: A Simple Summary
McKinsey’s Influence model of leading change says that to lead change effectively you need to do four main things. These are: foster understanding and conviction, reinforce with formal mechanisms, develop talent and skills and role model. Mckinsey’s Influence Model of Leading Change This model of change lays out four key things that […]
