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Change Management

Transformation and change management – a marriage of sorts

HR practitioners know that for any significant change to happen effectively there has to be a deliberate and intentional change management process to underpin that change.

Change management as a process is aimed at ensuring that the buy-in and support of the change is greater than the resistance to it. However when it comes to transformation in the sense of "redressing the imbalances that the Apartheid legacy has wrought on South African society," the approaches we adopt are devoid of any change management thinking or approach.

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Different worldviews hamper organisational change

Business leaders have a never-ending mandate to drive positive change in the organisations they lead. They're often daunted by the task of effecting change among their people. This is understandable. Everyone reacts to change differently, which makes it very difficult to tackle change management. There is plenty of evidence that shows that most efforts to initiate change within organisations fail. So what do differing worldviews have to do with this?

Business leaders have a never-ending mandate to drive positive change in the organisations they lead. They're often daunted by the task of effecting change among their people. This is understandable. Everyone reacts to change differently, which makes it very difficult to tackle change management. So what do differing worldviews have to do with this?

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How to design systems to drive behaviour change and change management: Part 2

I was recently working at a client when a large multinational IT consultancy was working with the IT department on developing a new management information system. However, the IT department and the external consultants were continuously lambasted for mismanaging a project that was very much behind schedule. I completed an assessment to measure the organisational pressure points (points of high stress across leadership, systems, structure, skills, process and problem-solving capabilities). This assessment provided concrete evidence that employees and end users were deliberately withholding accurate information required for process-mapping and software requirements identification. There were also other fundamental miscommunications.

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How to design systems to drive behaviour change and change management: Part 1

The evolution of IT systems, software design and product development has resulted in IT consultants but also internal IT departments promising and promoting extended benefits to their solutions, such as change management or behaviour change. Unfortunately, so far statistics show that this isn't happening. In fact, research shows a 70 - 80% worldwide failure rate in all change management programmes and initiatives. A specific critique is that many IT technology or systems interventions are failing to address end-user's concerns sufficiently, which is a fundamental need to ensure change actually happens. Why does this happen?

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4 areas where assessment centres can inform strategic decision-making

Assessment centres

Assessment centres have proven to provide rich layers of information for managerial strategic decision-making. However, human-related diagnostic information will - in all likelihood - only provide valuable outcomes for the organisation when assessment practices are clearly linked to long-term strategy. This argument is critical for justifying using assessment centres and related methodologies in the business value chain to assist organisations to achieve their objectives. Here are four areas where assessment centres can add value to organisational decision-making.

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