Ideas from Wetzel, Ralf

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Hamlet's Vision, by Pedro Américo, 1893,The Pinacoteca do Estado de São Paulo (Source: Wikimedia Commons)

The Surprising Reality of the Leadership of Change

Idea posted: September 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Linear ‘step-by-step’ guides and standardised solutions are of limited use in the management of change. Organizations, by their very nature, defy prescription. Leaders who want to turn companies round are often better off observing things for themselves and encouraging employees to improvise solutions than trying to follow a generalised model. There are, to paraphrase Hamlet, more things in organizational life than are ‘dreamt of’ in the ‘philosophies’ of academics, business writers and management consultants.

Idea #213
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Children Acting the Play Scene in 'Hamlet', by Charles Hunt, 1863, (Source: The Yale Center for British Art. Wikimedia Commons)

Calling in the Consultants: Risks and Rewards

Idea posted: September 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

The use of management consultants by businesses and other organizations is controversial — and its benefits hard to quantify. (The ‘consultancy effect’ is impossible to isolate from other factors affecting the organization.)

Anecdotal evidence and experience, however, suggest that the leaders who derive most value from consultants are those who see them not as ‘fixers’ but ‘facilitators’ come to ‘counter-observe’ the organization and help create or measure its aptitude for change.

Idea #214
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Back to the Future: Managing Change with Retrospection

Idea posted: January 2014
  • Leadership & Change
  • Learning & Behaviour

Change initiatives have almost become a permanent feature of organizational life, the norm rather than the exception. But one of their critical stages is often missed. The period between projects, when people make sense of what’s happened, needs to be ‘built into’ the programme. It’s the moment of retrospection that defines the relevance and continued impact of decisions — and the corridor of the future. 

Idea #310
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