This is an example page. It’s different from a blog post because it will stay in one place and will show up in your site navigation (in most themes). Most people start with an About page that introduces them to potential site visitors. It might say something like this:

Hi there! I’m a bike messenger by day, aspiring actor by night, and this is my website. I live in Los Angeles, have a great dog named Jack, and I like piña coladas. (And gettin’ caught in the rain.)

…or something like this:

The XYZ Doohickey Company was founded in 1971, and has been providing quality doohickeys to the public ever since. Located in Gotham City, XYZ employs over 2,000 people and does all kinds of awesome things for the Gotham community.

As a new WordPress user, you should go to your dashboard to delete this page and create new pages for your content. Have fun!

  • Building good business requirements and a scope of work can sometimes be the most intimidating thing about the process of bringing on external support. But, if you have used the matrix and figured out the big buckets of your change framework so that the needs are clear, its really just a matter of putting your needs down on paper and asking people to show you how they can help.
  • Building good business requirements and a scope of work can sometimes be the most intimidating thing about the process of bringing on external support. But, if you have used the matrix and figured out the big buckets of your change framework so that the needs are clear, its really just a matter of putting your needs down on paper and asking people to show you how they can help.
  • The following worksheet (that has sample data included) is intended to support the beginning phases of developing a change initiative. While this is just a few tabs, it is not intended to be accomplished in one sitting or by one person. Customizing a change and developing the final behavior-based change continuum should include the change team and even key stakeholders, if applicable. Some of these tabs in this workbook might be the singular topic in a whiteboarding workshop. Look for the various notes and pro tips throughout the workshop to help you figure out the best way to work through this effort. If you would like some help managing this customization process, feel free to reach out to Mary directly on to schedule some time to talk about how we can help you customize the change for optimal results. As you go through this workbook, use the buttons to navigate through the spreadsheet and make sure to only type into spaces identified so that you don't accidentally delete some of the formulas intended to help reduce your effort.
  • This self-assessment can help you assess your own skills or you can provide it to various change leaders in your organization to help them better manage their own career. One of the great ways you can use the continuum is to identify people in the expert category for the various skills and put them in the continuum as resources people can look to as mentors and resources for learning. The second page of the assessment is left blank with only suggested skills so that organization-specific skills can be added to customize the assessment for your organization.
  • Change can be squishy. And yet, measuring change is a key success factor for any change for several reasons. Measuring success makes it easier to justify investment in proper change management in the first place. Also, measuring the progress of change makes it easier to evaluate and adjust various change interventions if they are not making the desired impact to the degree anticipated. Each change is different and the scorecard metrics need to be customized for the specific change being implemented. Some changes, like IT implementation, are easier than others, like a culture change. However, all change can be measured. The leadership spitball conversation is a good place to start for ideas on what success looks like for the leader(s). Then you can figure out how to quantitatively measures those factors for success. Below are some ideas for the four catergories included in the change scorecard.
  • Research shows that an active and engaged executive sponsor is consistently a key driver of project success. Yet, the Project Management Institute found in 2018 that 38% of projects do not have active executive sponsorship. Below are things to consider when looking for a new executive sponsor as well as some factors to rate your existing executive sponsor against.
  • As discussed, change is really about getting the workforce as a whole to change their behavior in one or more areas. When looking at levers to pull and metrics to adjust, you need to start with the behaviors you are trying to change. In workshop 2, we went over identifying the current and ideal behaviors associated with the specific change. Pull those behaviors up now. Or, if you didn’t do that, take some time now to think of the key behaviors that need to change for the organizational change to be successful.
  • A mentoring program, in any form has several benefits. And, those benefits are not just for the one being mentored! There are benefits to the organization and the mentor as well. In fact, I implemented speed mentoring in an organization, in conjunction with their quarterly senior leadership meetings and it was the highlight of the meetings. Every leader from the top on down, enthusiastically signed up to be a mentor in this “speed” format and always enjoyed themselves. But there is more to the benefits of participating than just being fun.
  • 2020 is a trying year. Since March, businesses have struggled to understand how to operate remotely while keeping their employees and customers safe.
  • Getting a clear message on what the head of an organization really wants to see as a result of a change can sometimes be much harder than it sounds. A lot of times, the leader “knows it when s/he sees it” but cannot really describe it in a concrete way to help the change leaders help ensure they truly get what they want. Having an informal “spitball” conversation with leadership is a great way get all of the thoughts out of the leader’s head and onto paper where plans can be made.

  • These tools are adaptations of actual tools I have used to manage various large organizational change initiatives over the past 15 years and I hope they serve you as much as they have served me
  • This scale was developed by Budner (1963) to measure an individual’s tolerance to ambiguity in life in general. For the purpose of this scale, tolerance for ambiguity is defined as: the degree to which an individual is comfortable with uncertainty, unpredictability, conflicting directions, and multiple demands.
  • Change Main Why: These two statements should be pithy, catchy, and concise; something that leadership can remember and repeat off the top of their heads
  • This diagnostic is based on EVOLVE's proprietary Organizational Hierarchy of Needs for peak organizational performance. Here at EVOLVE, we take a collaborative, people-first approach to alignment and execution to help organizations reach that peak performance, even in hard times. The first step is taking an honest look at five key elements to see where the organization is set up for future success and where there might be opportunities for improvement. Click the next button at the bottom of the page to start the diagnostic.
  • Robert Chin and Kenneth Benne spent key years in the middle of their careers working and collaborating with each other. Chin came from a social psychology background while Benne was from an educational philosophy background. During their time together, they founded an interdisciplinary Human Relations Center at Boston University, cowrote a seminal book on planned change with Warren Bennis and, within that text, developed three key strategies for implementing a planned change.
  • SurfSchool

    The SURF School Group Program is a six-week live program to give leaders and program managers all of the knowledge and tools they will need to implement the SURF Framework within your organization and achieve increased productivity. This is a guided course with support and coaching every step of the way.
  • This work provides an overview of the contributions of Billie Alban, one of the foremost early thinkers and leaders in the field of OD and change. From her early childhood and throughout her life, Billie became the voice of advocacy for stakeholder inclusion. Starting with her young adult life, this chapter explores the influences early OD figures had on her development as a practitioner and then moves on to her own formidable contributions to the field which served to influence the development of generations of OD practitioners. Billie Alban’s key works on the use of large scale change methods, her collaborators and her beliefs that we are always in community are discussed, as is the key legacy of her work and presence in the field of OD.
  • Creating a change charter is a great way to make sure everyone is on the same page before the change gets started. This should not be something that takes forever to write or get approved, it should just be an internal document that makes roles, responsibilities, change goals, and a few other things clear.
  • The concept of implementing organizational learning principles in an organization to help individuals and groups “learn to learn” (Schein, 2017), thereby making the ongoing adaptation and change that inevitably occurs in organizations more successful, is an interesting problem to explore. While interesting, there are very few studies that examine the sustainability of change in any context. Several theoretical models incorporate the idea of sustaining, or institutionalizing, change. But, very few empirical studies actually explore that concept.
  • Paper Submission for Academy of Management Conference 2014 By: Mary A. Barnes George Washington University


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