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Lead Change like a Slinky®

Lead Change Blog

Several years ago I led a professional development workshop for the alumni association of my alma mater. Biologically ironic to our human nature, most people adamantly resist change. Change is Like a Slinky: 30 Strategies for Promoting and Surviving Change in Your Organization (2004) by Hans Finzel.

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How Leaders Can Build a Change-Friendly Culture

Great Leadership By Dan

People don’t resist change - they resist being changed. In a change-friendly culture every part of the company is in this cycle (Accounting, HR, Customer Support, Product Development). Navigating the Badlands: Thriving in a Decade of Radical Transformation, Mary O’Hara Deveraux, © 2004. 5) Procreate DNA.

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Before You Open a Business…

Leading Blog

Because business is fraught with many risks and challenges, and because this journey isn’t right for everyone, I’ve developed some questions that will help you get more clarity so you can make better decisions for yourself when it comes to starting a business. Ours did; over 700 did not.) Do you like solving problems, and are you good at it?

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4 Beliefs that Lead to Bad Decisions

Strategy Driven

While the presenting issue – resolving a budget shortfall, agreeing on a new strategy, or choosing which products to develop – is undoubtedly important, it’s often an unstated, underlying issue that stands in the way of a solution. Here are 4 assumptions that can get in the way of making great decisions.

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Learning to Discern – Quality & Quantity

Deming Institute

According to Togo, Toyota’s JIT system, under the direction of Taiichi Ohno, was extremely successful in saving time in moving products through development at lightning speed, yet only to face disgruntled customers in the marketplace, with long lines of products in need of immediate repair.

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Leadership Lessons from the Navy

Skip Prichard

The writer is a United States Marine Corps officer who wrote these words after reflecting on his experience of leading Marines during three very difficult combat deployments in Iraq, including an exceptionally arduous and grueling tour in Ramadi in 2004. Every fiber in your body will want to go there,” he said, “but resist the temptation.

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People Are Irrational, But Teams Don't Have to Be

Harvard Business Review

Here's a case in point: In 2004, my HBS colleague Gary Pisano and I conducted a project at a leading manufacturer of highly sophisticated production equipment for the electronics industry, which I'll call "Exotech." Like many companies, Exotech struggled with serious time delays in its product-development projects. The results?

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