Learning and Change Management Articles

Our expert staff is well known throughout the industry for its breadth of knowledge gained through years of practical experience. The following articles, written by members of our staff, have been published in industry journals and Web sites.

Headeer

  • The Challenge of Coaching Executives to Effectively Lead Change

    Executives and senior managers now know that they need to apply a structured change management approach to organizational change initiatives so that organizational objectives and sustainable change can be achieved. Thanks to thought leaders, conferences and publications, organizational leaders are equipped now more than ever with information on how to guide and lead their organization through change. However, these same business leaders are struggling to fulfill their critical role of being personally active and visibly engaged throughout the life of their change initiatives.

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  • Coaching Employees Through Change

    Spring is in the air and so are the welcome sounds of spring: the crack of the baseball bat as it hits the ball high into the sky, vendors shouting out their treats for sale, and cheers and jeers from the fans. High school, college and major league baseball teams have once again begun their quest for a championship season.

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  • A real-life project manager – with very human tools

    Do you want the truth? I’m not a shiny, super-polished project manager with sophisticated processes and tools for managing a portfolio of projects. I’m just a real-life project manager keeping it all together. This is not a stock photo – it’s my real desk, with pictures of my real kids, my real unwashed coffee cup and real dust bunnies

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  • Communication Intervention, Part II: I can see clearly now the text is gone

    A picture really is worth 1000 words. Our eyes and brains can process an image in as little as 13 milliseconds. The impact and usefulness of images isn’t really news to us. Early mankind and our predecessors recognized the value of imagery some 40,000 years ago. Before Facebook, Pinterest and Instagram, humankind used imagery for communication, entertainment and even as magical offerings for an increase in food sources.

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  • Trainer Mistake 5: Managing questions in the classroom

    Many subject matter experts and managers are asked or required to deliver training. Most have little training experience so they make mistakes. At the 2015 Association for Talent Development conference Bob Pike, a widely respected learning authority, presented The 7 Greatest Mistakes Trainers Make and How to Avoid Them.

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  • Only YOU Can Prevent Project Apocalypse!

    We’ve all had project meetings that start off with momentum to complete a specific action item. After a litany of meeting waylays, this same meeting ends with a halting “Wow. We still aren’t there. We need to schedule another meeting.” These unnecessary follow-up meetings delay your project, costing time and money. Not to mention the toll these meetings can take on stakeholder engagement (or disengagement).

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  • Reflections from PMI Global Congress 2015

    The PMI Global Congress 2015 in Orlando, FL was a great experience! Stakeholder Management was a common theme in many of the sessions. Although this knowledge area is new to the PMBOK® as of the most recent fifth edition, it resonated well with those in attendance.

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  • Trainer Mistake 4 – Poor Use of Evaluations

    Many subject matter experts and managers are asked or required to deliver training. Most have little training experience so they make mistakes. At the 2015 Association for Talent Development conference Bob Pike, a widely respected learning authority, presented The 7 Greatest Mistakes Trainers Make and How to Avoid Them.

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  • Communication Intervention! Converting a Process Guide to a Communication Map

    A communication map is a simplified, visually organized method of communicating information. It clearly and concisely defines what a person is expected to do in an easy-to-follow step-by-step format. Communication maps can include links to other documents and reference material, or even contain embedded documents. They allow the recipient to access all the information in one place rather than having to open multiple documents.

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  • Trainer Mistake 3 – Failure to Chunk Content

    Many subject matter experts and managers are asked or required to deliver training. Most have little training experience so they make mistakes. At the 2015 Association for Talent Development conference Bob Pike a widely respected learning authority, presented The 7 Greatest Mistakes Trainers Make and How to Avoid Them.

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  • Trainer Mistake 2 – Too Much Content

    Many subject matter experts and managers are asked or required to deliver training. Most have little training experience so they make mistakes.

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  • Are you a Champion of Change?

    The company has embarked on a new change initiative. It could be Lean Manufacturing, Safety Excellence, Operational Excellence, or improving Asset Management. Having a great initiative that you want to implement is only part of the equation.

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  • Trainer Mistake 1 - No Transfer Strategy

    Many subject matter experts and managers are asked or required to deliver training. Most have little training experience so they make mistakes. At the 2015 Association for Talent Development conference Bob Pike, a widely respected learning authority, presented The 7 Greatest Mistakes Trainers Make and How to Avoid Them.

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  • What attributes should you be looking for when hiring a change practitioner?

    By Chad Albanese, Life Cycle Engineering
    As appeared in the December 2014 Edition of Learning to Change

    When organizations look to hire someone to lead the people side of their change initiatives they usually have a set of criteria or attributes that they deem desirable. Identifying the top attributes of a great change management practitioner is a critical step in mitigating the risks associated with your project or initiative.

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  • Rules or Principles

    By Bill Wilder, M.Ed., Life Cycle Engineering
    As appeared in the November 2014 Edition
    of Learning to Change

    In my last blog we discussed the fact that an Asset Management Policy is a set of principles that must be communicated by leadership and supervision repeatedly through various vehicles.

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  • Are Your Employees Resisting Change? It May Be a Good Thing

    By Dave Berube, Life Cycle Engineering
    As appeared in the September 2014 edition of Learning to Change
    & published in the August 2014 edition of Fleet Maintenance

    The fleet maintenance sector is experiencing many of the changes currently facing industries nationwide, including “green” initiatives, downsizing and equipment reliability initiatives. For vehicle maintenance shops embarking on a major change transformation there is one key activity that is paramount to success: coaching senior managers how to both recognize and manage employee resistance.

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  • Are You Resistance?

    By Bill Wilder, M.Ed., Life Cycle Engineering
    As appeared in the September 2014 Edition
    of Learning to Change

    People fear (and subsequently hate) change. Therefore, they struggle against it like a puppy that hasn’t yet learned to put up with walking on a leash. And the only way to counter that resistance is to outlast it, saying yes one more time than they say no.

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  • Learning for All

    By Bill Wilder, M.Ed., Life Cycle Engineering
    As appeared in the August 2014 Edition
    of Learning to Change

    Design learning events for everyone. One approach to this is styles. While there are many learning styles models, one of the time-tested ways of understanding learning styles is David Kolb’s experiential learning theory.

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  • Sponsors Create Change

    By Bill Wilder, M.Ed., Life Cycle Engineering
    As appeared in the July 2014 Edition
    of Learning to Change

    Sponsorship means involvement and participation.  It means championing a change from start to finish, and knowing why the change is needed.  It means communication.  Maybe most importantly, it means commitment to seeing the change through from beginning to end.  It means creating the change you believe in.

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  • Chinese Rooms, Garbage and Change Management

    By Bill Wilder, M.Ed., Life Cycle Engineering
    As appeared in the June 2014 Edition
    of Learning to Change

    Ever hear of American philosopher John Searle’s Chinese Room? If not, here’s the gist of it: Searle’s Chinese Room is a thought experiment devised as an argument against “strong artificial intelligence,” the school of thought maintaining that machines can meet and exceed human cognitive capabilities, given sufficient processing horsepower, proper architecture, the right software and so on.

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