The Art and Science of Change Management

The Art and Science of Change Management

The odds of making a successful organizational change are often against you. The key to success is recognizing that change management is not only a technical challenge but a cultural and behavioral challenge as well. Get three of the most read and discussed articles from MIT SMR's change management archive.

Articles included with this collection:

How to Change an Organization Without Blowing It Up
By Karen Golden-Biddle

The Art of Making Change Initiatives Stick
By Michael A. Roberto and Lynne C. Levesque

How to Change a Culture: Lessons From NUMMI
By John Shook

Articles included in this collection

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How to Change an Organization Without Blowing It Up

Too often, organizational change occurs all at once, on a large scale, and often in response to crisis. Yet we know from a great deal of experience that such transformation attempts often fail, fostering employee discontent and producing mediocre solutions with little lasting impact.

Continuously pursuing smaller-scale changes — and weaving them together — offers a practical middle path between large-scale transformation and small-scale pilot projects

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The Art of Making Change Initiatives Stick

Too many managers have experienced this scenario: The chief executive announces a bold new corporate initiative aimed at generating dramatic performance improvements. The initiative calls for sweeping changes in the company’s processes, systems and culture. The launch proceeds with great fanfare and a substantial investment of the company’s resources.

Image courtesy of Flickr user smi23le.

How to Change a Culture: Lessons From NUMMI

Image courtesy of Flickr user smi23le. In Spring 2010, New United Motor Manufacturing Inc., the famed joint venture experiment by Toyota Motor Corp. and General Motors Co., will close its doors.