It looks like you're using Internet Explorer 11 or older. This website works best with modern browsers such as the latest versions of Chrome, Firefox, Safari, and Edge. If you continue with this browser, you may see unexpected results.
University Library, University of Illinois at Urbana-Champaign
Significant accomplishments achieved within organizations are the result of teams interacting together. Leaders must navigate systems and influence people when they do not have interpersonal relationships with all others. This LibGuide provides resources
A great leader creates successful change in organizations with a planned and disciplined process and engages others in developing a strategic future. He or she keeps members informed of changes by utilizing organizational meeting time to provide updates and status reports of ongoing projects. In addition, a leader does not leave its members in the dark during transitional periods, and instead works to develop an organizational strategic plan with other members.
Change is not easy. Leaders must make every effort to make their organization members aware of and actively participating in change if they want that change to be a success. The resources in this section will give you insight on why it is so difficult to change our ways, as well as tips and tricks on how to successfully implement change in your organization.
Change isn't easy...
Articles on Change Management
From a what-not-to-do guide to fun activities that open your employees up to change, these articles will give you insight on how to make successful changes in your organization, one step at a time.
John Kotter's now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle is a conflict that's built into our brains, says authors Chip and Dan Heath. Psychologists have discovered that our minds are ruled by two different systems--the rational mind and the emotional mind--that compete for control. The rational mind wants to change something at work; the emotional mind loves the comfort of the existing routine. This tension can doom a change effort--but if it is overcome, change can come quickly. In Switch, the Heaths show that successful changes follow a pattern, a pattern you can use to make the changes that matter to you.
An introspective journey for those in the trenches of today's modern organizations, Deep Change is a survival manual for finding our own internal leadership power. By helping us learn new ways of thinking and behaving, it shows how we can transform ourselves from victims to powerful agents of change. And for anyone who yearns to be an internally driven leader, to motivate the people around them, and return to a satisfying work life, Deep Change holds the key.
A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.