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17 results (expanded search) for "change-management"
Administrative
ADKAR Model for Individual Change
Before any change goes live, ensure each employee passes five gates: Awareness, Desire, Knowledge, Ability, Reinforcement.
Administrative
Kotter's 8 Stages of Change
Every successful change passes 8 steps in order — skipping any = likely failure.
Administrative
ADKAR Readiness Diagnosis
Each affected employee: score 5 dimensions — awareness, desire, knowledge, ability, reinforcement.
Administrative
Lewin Model: Unfreeze-Move-Refreeze
Three core phases of any change: unfreeze status quo, move it, refreeze the new state.
Administrative
Kotter's 8-Step Change Model
Don't launch a major organizational transformation without first building a guiding coalition and a sense of urgency — the two most-skipped steps.
Leadership
Regulating Distress: Not Too Low, Not Too High
Change needs enough pressure for people to move, but not so high they crack. Be your team's thermostat.
Leadership
Identifying Loyalties: To Whom Does Each Person Owe Allegiance?
People resist change not from laziness, but because their loyalties are at risk. Discover the loyalty before expecting movement.
Leadership
Communicating Bad News to a Team (Structured Approach)
Use a 4-part frame (Fact, Context, Impact, Path forward) to deliver hard news without sugarcoating or panic.
Leadership
The Communication Cascade: Aligning Managers Before an Announcement
Before any major org announcement, brief your managers 48 hours ahead with a Q&A sheet so they're never surprised in front of their teams.
Leadership
The Pre-Wire: Informal Heads-Up Before Formal Announcements
Before any impactful formal announcement, give key stakeholders a private individual heads-up so they're never blindsided publicly.
Leadership
Managing the Pain of Change Deliberately
Real change needs some tension, not zero — your role isn't removing all discomfort, but keeping it within a range that produces learning, not collapse.
Leadership
Identifying Informal Authority Holders
Who is actually consulted before any important decision, even without the formal title? Find them before launching a major change.
Leadership
Holding Steady Under Stakeholder Pressure
When stakeholders pressure you to abandon a necessary change because it's "uncomfortable", distinguish pressure that warrants stopping from pressure that's just expected resistance to change.
Leadership
Experimentation Mindset for Adaptive Problems
There's no ready solution for adaptive problems — treat your next solution as a small learnable experiment, not a final plan that must succeed on the first try.
Social
When a Friend Changes
Accept your friend's change instead of trying to restore their old version.
Administrative
Zero-Based Headcount Review
Don't ask "do we need another hire?" — ask "if we started today with nobody, who'd we hire first?".
Leadership
Onboarding a New Team Member: 30-60-90 Day Plan
Design a 3-phase leadership onboarding plan: Learn (30) → Contribute (60) → Own (90) — instead of leaving the new member to "figure it out alone".