Denne artikkelen er del 21 av 46 artikler i om Endringsledelse
Mye av motstanden i disse to første fasene skyldes at organisasjonen går igjennom en “sjokktilstand” når dem endringen vil berøre blir klar over at en endring er på vei.
Denne artikkelen er del 44 av 46 artikler i om Endringsledelse
De fleste endringer krever en eller annen form for opplæring for å gjøre medarbeiderne istand til å mestre sine nye arbeidsoppgaver, men dette er en regel med noen få unntak.
Denne artikkelen er del 45 av 46 artikler i om Endringsledelse
Skal man lykkes med de store endringsprosessene, må man også ha en forståelse av den menneskelige siden av endringsledelse. Herunder selskapets kultur, verdier, mennesker og adferd
Denne artikkelen er del 43 av 46 artikler i om Endringsledelse
Hva skjer med deg når du vet at du er den som står overfor en endring som skal få dyptgripende betydning for deg personlig, for familien, for økonomien, for fremtiden og ikke minst for din selvfølelse med mer
Denne artikkelen er del 19 av 46 artikler i om Endringsledelse
Selv om forandringer er like naturlig som livet selv, vil organisasjonmedlemmene ofte kjempe i mot forandringene med nebb og klør. Forandring fryder ikke
Denne artikkelen er del 41 av 46 artikler i om Endringsledelse
En samtale lederen har med en medarbeider for å få dem til å innse behovet for endring og for å få dem til å ta aktivt del i arbeidet som er nødvendig for at endringen skal finne sted.
Denne artikkelen er del 36 av 46 artikler i om Endringsledelse
Evnen til å lage gode eller dårlige oversettelser mener han er en kritisk faktor som forklarer hvorfor mange implementeringer av nye organisasjonsideer mislykkes.
Denne artikkelen er del 42 av 46 artikler i om Endringsledelse
Forskning viser at tilbakemelding fyller en rekke behov både for individer og for organisasjonen i forhold til: forbedret ytelse, redusert usikkerhet, forbedret selvbilde og med hensyn til måloppnåelse
Denne artikkelen er del 13 av 46 artikler i om Endringsledelse
Endringsledelse krever oppmerksomme ledere, hvor ledelsesformen i stor grad avgjøres av hvilket perspektiv eller fortolkningsramme vi inntar i forhold til organisasjonen.
Informasjonsflyten og utvekslingen av ideer og synspunkter mellom ledere og medarbeidere, og kommunikasjonen mellom enkeltpersoner og grupper på forskjellige nivåer
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