Change Management: Shifting from Thinking to Doing

We are currently supporting the implementation of a significant new organization design in an operating company that makes, sells and delivers its products across a large area.  A team of consultants and company executives has been working for months to come up with a detailed design that will offer the appropriate balance of corporate control and local flexibility. Models have been tested and seemingly endless role descriptions have been generated. Now it is time for the rubber to meet the road.  So what is the hold up?

Regardless of the detailed plans and many hours of discussions and briefing sessions, the managers who will actually have to make this work in their own areas continue to ask for more information, details and time.  What do they really need? Is it possible to answer their questions? Should leadership delay implementation as the general managers are asking?

Bitter workers dream of post-recession jobs

“Take This Job and Shove It.”
The ‘70s country song, performed by Johnny Paycheck, sounds as outdated as electric typewriters,
carbon copies and pastel leisure suits.
Today, the lyrics might go: “Thanks for this job — I really need it.”
If you’re of working age and employed, lucky you. You’re not a statistic in the Great Recession’s
jobless recovery.
But just because you’re getting a paycheck doesn’t mean you’re happy. Or even grateful.
According to a married pair of “business shrinks” (my phrase), many American workers are keeping
their own angry counsel. These closeted malcontents are waiting, just waiting, to tell their bosses to
shove it.
“Because times are bad, companies assume people won’t leave,” says sociologist Tina Beranbaum.
“That’s true for now. But not when there’s a glimmer of hope.”
Beranbaum, a former McGill University professor, and husband Mitchell Shack, an industrial
psychologist, head up Centauric, a La Jolla-based consulting firm that helps companies “get the best
out of people” (their phrase).