FR | EN
- access by topics --
Progress comes from the intelligent use of experience. Elbert Hubbard
Leadership
People Management
Executive Skills
Strategy
Organization and Change
Human Resources
Marketing
Finance and Measurement
Information Technology
Operational Performance
Corporate Citizenship
¬ access to all synopses
¬ Synopses index 2021
Sort by daterelevance
We are subjected to change more often than we trigger it, which can cause a significant psychological burden. What process can we adopt to handle the feeling of loss that inevitably accompanies change?
excerpt
order
Relying on habits enables us to save our energy. Yet, it happens that these habits are no longer suited to a situation or needs that have changed. How can we evolve them?
Among all the factors that contribute to the success or failure of transformation initiatives, the attitude of staff towards change is absolutely decisive. How can you convince them to engage in the effort towards transformation?
Our brain likes habits. To the extent of being opposed to any change? In reality, neuroscience demonstrates that we can adapt our practices in change management to the functioning of our brain.
While the ”liberated company” model provides a solution to agility challenges, it involves a real disruption in organizing the relationships among employees. What does it take to achieve such a radical change?
To make things change, we have a lot more leeway than we think. How can we take responsibility for creating the changes we want to see implemented?
Nowadays, change no longer consists in moving organizations from a stable starting point to a stable target point. How can we revisit change management best practices to take into account this reality?
The reason why so many projects fail lies less in disciplined project management than in the irrational dimension that influences day-to-day action. How can we integrate this human factor?
What is the secret of the exemplary success of some (too few) transformation programs? Discover how to rally the energies of the whole workforce in order to manage change effectively.
Many change projects fail because people return to their former behavioral patterns. Yet this is not inevitable: how can one use habit as a supportive—rather than obstructive—change management driver?
page 1 . 2 . 3 . 4 . 5 . 6 . 7 . 8 . 9
¬ can’t access your account?
¬ Get your free Manageris Synopses
¬ View our subscription plans
¬ Subscribe to our Newsletter
¬ Change management
¬ Communicating effectively
¬ Developing creativity
¬ Facing uncertainty
¬ Influence and persuasion
¬ Managing in the digital age
¬ Nurturing trust
¬ Stress management
¬ Successfully transitioning to a new job
¬ The Coach's collection
¬ The HR Director's collection