The Many Aspects of Change

ASTD 2008 Copyright

Big talk
T+D, v62 n9 p34-37 (2008 Sep)
One of the most significant components of organizational change is communication. This article asserts that the first step is pulling together key executives to talk about brand messages—the promises you make to your customers. Without the focus on brand clarity and customers, planning, communicating, and managing change can be sidetracked. Three major concepts that help to keep the focus on brand clarity are keep people first, show and prove your message, and deliver on your message.


Compact risk: controlling the perils of change
T+D, v62 n9 p38-43 (2008 Sep)
John Kotter, a Harvard Business School professor of leadership and the author of several books on change, cautions organizations that today’s economic, sociological, and political environments require that they learn to adapt rapidly or cease to be competitive. The article discusses how failed or derailed change initiatives result in lower productivity and morale, missed objectives, wasted time and money, higher employee turnover, and unflattering customer and investor opinions. A model on leading people through change looks at change leadership strategies and stages of concern.
 

Forecasting great service
T+D, v62 n5 p46-50 (2008 May)
Universal Weather and Aviation, a pioneer in international flight support services for corporate aviation, built a first-rate reputation for personalized client services.  To move to the next level, changes had to be made. Senior leadership embarked on a multi-year learning initiative designed to help maintain the company's customer and employee focus.  A culture survey identified three significant areas to shape future decisions--work processes and systems, interdepartmental communications and information exchange, and cross-
departmental teamwork. The success of this strategy, defined by company leaders and validated by follow-up
surveys, is the commitment to employee development starting at the top of the organization.
 

Recipe for change
T+D, v62 n3 p42-46 (2008 Mar)
The U.S. Geological Survey (USGS) took a close look at its leadership development program as part of a larger strategic planning process with the desired outcome of creating a more nimble, flexible organization. The litmus test of program success is the use of 360-evaluation which is built into learning modules and is used to develop co-worker self-assessments for these processes. The 360-evaluations give the organization crucial information it cannot obtain through other venues. The USGS approach is a benchmark for other government agencies looking to improve the ability to respond to growing demands and tighter budgets.

Leadership and the small group
T+D, v62 n7 p40-43 (2008 Jul)
Leaders are expected to deal with the uncertainty of a new future by creating a sense of belonging and
strong community. This can be done successfully by convening and listening to small groups.  According to the author,  two leaders known for working with small groups on change are Richard Teerlink, Harley Davidson, and Dennis Baake, AES. The tension between management and leadership related to change is frequently caused by situations that are highly managed that produce few new results. The unique responsibility of leaders is to initiate a future that is distinct from the past.


Anatomy of inspiration
T+D, v62 n8 p52-55 (2008 Aug)
In today's organizational world with diverse opinions and different realities, it is difficult to arrive at an agreed upon course of action for change. This article considers the skills needed to foster innovation, creative problem solving, deep listening and negotiating skills. Developing teams that can think together more productively is not a marginal issue. These high-level team leader skills can be described as an animateur, someone who "brings to life" a new way of looking at situations.
 

From resistance to acceptance: how to implement change management
T+D, v61 n11 p24-27 (2007 Nov
Fundamentals. Making change work is the focus of this article. Three core practices help make change work--focus on people, communicate strategic messages, and combine communication and training. The
authors suggest using action learning as a method for helping employees to understand and accept change.  A sidebar outlining the essential steps of launching a change management program is included.
 

Store way to the stars
T+D, v61 n11 p28-33 (2007 Nov)
At C Level. Changes at Macy's have been occurring at great speed over the last several years with the acquisition of new stores and re-branding its image. At the core of this change is communication and training that reinforces the new culture. Terry Lundgren, Macy's CEO, values communicating with employees at all
levels so that everyone understands what is expected of them in this new climate.
 

Big-time challenge
T+D, v61 n11 p34-36 (2007 Nov)
In 2005, Macy's acquired competitor May company stores increasing their employee numbers to 190,000. The learning and development staff supported this effort helping with adjustments to cultural differences, coordinating communication initiatives primarily for executive and senior level staff, and working on team development. The two organizations are finally becoming a new "one" as Macy's and its learning and development function use this time to re-create themselves.
 

There are no happy losers
T+D, v61 n5 p42-48 (2007 May)
At C Level. An interview with Jack Rooney, President and CEO of US Cellular, describes how he moved
a small regional telephone company into a competitive market by engaging senior leaders in learning and applying new skills. Rooney's theory is captured in the statement "We don't want managers; we want people who motivate." This approach is discussed in the interview and illustrates the successful implementation making US Cellular a leader in its industry.
 

Satyam creates value through learning
T+D, v61 n1 p30-34 (2007 Jan)
At C Level. Satyam, an India-based computer services company of services worldwide, is the focus of
this article. Founder, B. Ramalinga Raju states “I believe that change management is at the very core of success these days. Companies that are managing change better are able to provide more assured and consistent growth and create greater shareholder value. So if change is atransformational process, then what is underlying this magnificent process? In my opinion, it is all about an organization’s or an individual’s ability to learn.” Satyam  generated more than  $1 billion in revenue in 2005. In 2006, Satyam was named number two of  the top 50 best-managed  IT outsourcing companies in the "Black Book of Outsourcing" and was selected as an ASTD BEST award winner.
 

Flight plan
T+D, v61 n12 p30-35 (2007 Dec)
At C Level. Southwest Airlines enjoys an outstanding reputation as an employer and in the airline industry. Yet it, too, is facing challenges as a result of rising fuel prices, and competition and must take a hard look at resources. In this interview Gary Kelly,  CEO, talks about the nurturing culture at Southwest and the company's commitment to learning, fun, hard work, and a passion for the service it provides. Kelly
emphatically states, that he sees many changes ahead for Southwest but its commitment to learning is steadfast.
 

Fix the disconnect between strategy and execution
T+D, v61 n8 p54-57 (2007 Aug)
This article asserts there is a step missing in the strategic planning or change management process—a step that focuses on execution. This new step, called execution planning, is a creative process used to identify, communicate, and implement initiatives to achieve strategic goals.
 

Looking for more content on this topic? Check out the Digital Media page for links to audio links, video links, webcasts, and podcasts!