Kurt Lewin’s ‘changing as three steps’ (unfreezing-changing-refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for…
My concern is with the next agenda that must be engaged upon in the next couple of decades to overcome the essential failure of social science in the postwar years. It has failed to meet, or to…
A new and major wave of activity to democratize is now evident in Australia. It ranges across the Office Structures Review in the Public Service, various second tier wage/productivity agreements…
"The individualist says, Be true to thyself. The profounder philosophers have always said, Know thyself, which carries the whole process a step further back: what is the self, what integrations have…
Everything you need to know about lean manufacturing tools and why they won’t work in service organisations I gained an antipathy to change by tools training and projects in the early Eighties while…
The architect Bill Caudill was a contrarian. He pioneered the idea of working intimately with clients to create spaces that met their needs; this flew in the face of conventional wisdom, which held…
This article examines the origins of one of the most widely accepted mental models that drives organizational behavior: the idea that there is resistance to change and that managers must overcome it.…
In this excerpt from his recently published book, The Human Equation: Building Profits by Putting People First, the author argues that many managers continue to overlook the extent to which the more…
The human aspects of Japanese manufacturing management techniques, in particular those embodied in the Toyota production system, are currently under intense debate. Do they represent a good model for…
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