Leading Smart Change

“When I look at efforts to create change in big companies over the past 10 years, I have to say that there’s enough evidence of success to say that change is possible – and enough evidence of failure to say that it isn’t likely. Both of those lessons are important.”
—Peter Senge

Change is Not Necessary

“It is not necessary to change,” observed W. Edwards Deming. “Survival is not mandatory.” Orchestrating effective change – change that achieves its intended goals – is one of the most essential activities a management team must perform. It’s also one of the most difficult. Research shows that the vast majority of changes fail to create the value for which the change was orchestrated in the first place.

Something needs to change about how we’re managing change.

Orchestrating Effective Change

“The most effective way to manage change is to create it,” said Peter Drucker. In this highly interactive workshop participants will learn ways to create an effective change process in two ways. First, by building their teams’ capacity for balanced dialogue under pressure. (If the conversational capacity of your team is lower than the defensive reactions the change process will provoke, your change process is in dire trouble.) Second, by using that heightened capacity to engage is a series of conversations with their teams so that everyone in the organization

  • Understands the need for change.
  • Is engaged in the change process in a committed way.
  • Facilitates more agile, learning-driven change because as you implement the change you learn about the organization and adjust the process accordingly.
  • Is using the change process to strengthen their personal conversational capacity and that of their team.

Complementary Courses

This workshop aligns well with these courses:

Length: 2 hours

Format: Virtual or in-person