Change management
16articles
November 2026
16 articles on this page
AI for leaders15 min readTrust in leaders and AI adoption: what the data does and does not say
For owners and managers who have just heard that staff who trust their leaders use AI more. This post reads surveys from Great Place To Work, Gallup, Korn Ferry and KPMG alongside academic studies: the direction agrees across them; the size and the cause do not.
Change management10 min readTwo-way communication: why announcing change is not enough
For owners and managers who announced a change and watched working habits stay put. The short answer: silence after an announcement does not show that everyone understood it the same way, and the fix usually lies in the route back for information.
- Change management10 min read
Theory E and Theory O: shareholder value or organisational capability?
For chief executives and owners who must choose between cutting fast and building capability slowly. Beer and Nohria (2000) say each pure theory has a price, that E then O is more workable than O then E, and that doing both at once, as ASDA did, is hardest.
Strategy & leadership10 min readØrsted's green shift: its own story against an outside report
For managers and owners who receive case studies and capability decks written by the company itself. This post sets Ørsted's white paper beside an IEEFA report (2021) to see which figures are checked, which disagree, and gives a table for reading such stories.
- Change management10 min read
Multicultural teams: task debate is not relationship conflict
For managers whose teams mix several cultures, especially when working with overseas partners. The short answer: do not guess what a blunt objection means; make it safe to speak up, then test your reading. The post sets out what the evidence does and does not say, with a four-step trial.
- Change management10 min read
Did Lewin really create the three-step model? What his 1947 paper says
For owners and managers who were taught "unfreeze, change, refreeze" as Lewin's model. According to Cummings, Bridgman and Brown (2016), Lewin wrote only a few short passages on three aspects of change. The textbook model was assembled by others after his death.
Change management9 min readSituational leadership in a change programme: direct or support?
For owners and managers leading a change when each person on the team stands in a different place. Situational leadership offers four styles, matched person by person and task by task. The tests are weak, so treat it as a set of questions, not a formula.
- Change management8 min read
Kotter in a twenty-person firm: how much of the eight steps survives?
For the owner of a small business who wants to change how the whole team works and has been reading Kotter's eight steps, usually told through large companies. The short answer: keep all eight questions, shrink the form; the guiding coalition becomes a few people with openly known authority.
- Change management10 min read
Hofstede and GLOBE scores for Vietnam: hypotheses, not answers
For owners and managers who want national culture scores to guide the design of a change. Hofstede publishes six scores for Vietnam, while GLOBE's country list does not include Vietnam. The post shows how to treat scores as hypotheses and test them in your own firm.
Change management9 min readEvaluating change before, during and after
For owners and managers about to change a process who will later have to say whether it worked. Short answer: measure before the change, again halfway, and once more at the end, and write the scale, modify or stop thresholds down before you see the numbers.
- Change management9 min read
Change champions: three roles and how to choose people in a small firm
For an owner or department head about to roll out a change and choosing who should lead it. Warrick (2009) describes three roles: initiating, facilitating, implementing. Different people tend to excel at different roles, so consider choosing by role, not only by job title.
Change management9 min readADKAR, Kotter or Lewin: which change model for which job?
For an owner or HR lead who has to pick a change model. The three answer different questions: who is stuck, what leadership has skipped, and what shape a change takes. The post suggests choosing by question, not by name.
Change management9 min readDoes 70% of change really fail? Tracing the claim
For owners and managers reading a proposal that opens with "about 70% of change initiatives fail". The figure traces back to a sentence with no supporting data. Ask for the denominator and the definition of failure before it shapes a decision.
- Change management9 min read
Kanter's ten reasons people resist change, and what to say to each
For owners and managers who have settled on a change that staff still grumble about. Kanter's list of ten reasons helps you hear what each complaint is afraid of losing, then pick the matching response.
Change management9 min readSchein's three levels of culture, with workplace examples
For owners and managers who want to change how work gets done, while the slogan, the procedures and the habits say different things. The short answer: look for where artefacts contradict stated values, because the basic assumptions sit there.
- Change management9 min read
Resistance is not the enemy: four theories of why staff push back
For owners and managers whose team is ignoring a new system or process. The short answer: diagnose before you respond. Is it cognitive dissonance, the depth of the change, a broken promise or personal disposition? Each points to a different first move.