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Resistance to Change is Cooperation for Improvement

Mike Cardus

While working, you perceive change on a continuum from cooperation and learning — to resistance and a pain in the ass. . Change happens, and the cooperation/resistance is what you learn from and look for to co-construct what makes change work to improve the organization’s and your viability in the market. .

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When to Cooperate and When to Compete

Leading Blog

As we navigate through life, we must be able to cooperate and compete. In Friend and Foe , authors Adam Galinsky and Maurice Schweitzer, state that all of our relationships are both cooperative and competitive and we get more out of life when we learn to find the right balance between acting as a friend and acting as a foe.

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5 Effective Tools to Enhance Employee Engagement and Retention

HR Digest

In this article, we will explore five powerful employee engagement software tools that can help organizations increase employee engagement and create a positive work culture. If you identify a gap in your feedback process or there are gaps in productivity, you get a sense of where to begin investing in employee engagement.

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Implementing the Seven Principles for Intentional Work Culture Change

Mike Cardus

Implementing the Seven Principles for Intentional Culture Change Transforming organizational culture is a complex and crucial process for businesses seeking to adapt to new realities and improve their internal dynamics. Encourage managers at all levels to facilitate change, not just dictate it.

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Change: Driving Transformation in Modern Organizations

Rich Gee Group

This discourse ventures into the heart of adept change management, spotlighting four pivotal realms that form the cornerstone of any triumphant metamorphosis. WHAT: Charting the Course – Present The Process With the destination defined, the journey requires a detailed map.

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Unleashing the Power of Sustained Growth

Skip Prichard

As I travel the country, I find one consistent theme: most executives, managers, and employees are “unaimed,” meaning they don’t know their company’s top goals or how they contribute to those goals. Talk to us about the power in being specific and how top leaders use this in their planning. What techniques help close this gap?

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Call Them Opposites. Call Them Paradoxes. Just Manage Them.

Lead Change Blog

Many managers share his view. These organizations “get” the power of paradox —opposites, dualities, or polarities—and manage, in fact maximize, the differences inherent in paradox. In organizations which “get” the power of paradox, leaders transcend “us versus them” thinking. But our culture is worse than ever.