Bracing for
the inevitable

How would you manage change if you knew things would go wrong? The cybersecurity team for the Paris Olympics operates with the belief that “We will be attacked,” which has motivated extensive scenario planning and training to prepare for the inevitable. Perhaps a better mantra for our personal and organizational change is “Things will not go as planned.” Here are some examples of what to do next.

– Phil

Read Article>>

More than ready for
a 4-day work week

Increasingly, surveys are finding widespread employee satisfaction and productivity increases in companies that have adopted a four-day workweek, indicating a significant shift in work culture. This article discusses the role of change management in successfully implementing this new work model, highlighting the importance of adapting business strategies and operational processes to support and sustain the change.

– Tim

Read Article>>

Right back where
we started from

I’ve been known to say that in life there is always a musical, political or Simpson’s parallel. This video convinces me that sometimes, there’s a science parallel too. When we ask people to change, we’re hoping they’ll move in ways they don’t typically. Add stress (also known as heat) and watch what happens. The lesson? Expect this and prepare in advance. Changes will always be subject to heat and if left unchecked, people will usually return to their old ways of being.

– Mel

View Video>>

The picture that
changed how
we see the earth

The “Earthrise” photograph taken during the Apollo 8 mission in 1968 ignited a global environmental movement, inspiring a shift in consciousness toward Earth’s fragility. It illustrates how a single iconic image can catalyze collective action and underscores the importance of visual storytelling in driving awareness and change management efforts.

– Tim

Read Article>>

Think
again

Often we’re paralysed by preconceived notions, like a parking spot is only ever a parking spot. Except when it isn’t. Oh, the problems we could solve if we just let go of our idea of what it is and imagined what it could be.

– Mel

Read Article>>

It’s not what you
do but the way
that you do it

During change, what people remember forms their perceptions of success. This McKinsey article shares how the behavioural science concepts of sequence, segments, and control can influence customer and employee experiences and their perceptions of how you manage change.

– Phil

Read Article>>