Operating Internationally

Business Psychology | Management Consultancy | Strategy Development

Thinking Outside The Box

Business Psychology | Management Consultancy | Strategy Development

Building Customer Relationships

Business Psychology | Management Consultancy | Strategy Development

Implementing Complex Strategies

Business Psychology | Management Consultancy | Strategy Development

Planning For Growth

Business Psychology | Management Consultancy | Strategy Development

Delivering Lasting Change

Business Psychology | Management Consultancy | Strategy Development

Predicting Job Sucess - Building High Performance Teams

Business Psychology | Management Consultancy | Strategy Development

Team Performance Measurement

Business Psychology | Management Consultancy | Strategy Development

Growing The Organisation

Business Psychology | Management Consultancy | Strategy Development

Looking To Achieve New Heights

Business Psychology | Management Consultancy | Strategy Development

Working Effectively Together

Business Psychology | Management Consultancy | Strategy Development

Building High Performance Teams

Business Psychology | Management Consultancy | Strategy Development

Change Management

Managing Change and Resistance to Change

What is best change management practise? Are there some models that can prove useful to helping us to manage change in the workplace? What about managing personal change? As a change consulting firm we are often asked questions like these.

Time and again organisations encounter resistance from one or more stakeholder groups.

But where does the resistance come from and why does it happen when actually all the evidence is that most of us like change! The answer lays in understanding the difference between Change and Transition (an issue described brilliantly by William Bridges in his excellent and bestselling book "Managing Transitions" Published by Perseus Books, ISBN 0-201-55073-3)

Consider the following 2 lists:

Emotional

  • Loss of power or control
  • Loss of status
  • Feelings of incompetence
  • Feelings of isolation or abandonment
  • Fear of the unknown

Both are reasons frequently encountered for resistance to change. The key difference is though, in terms of Change vs. Transition, that we are often very good at dealing with the rational issues - those essentially to do with understanding but we are often not very good at dealing with the second list - those which are primarily psychological and to do with motivation. That is where we can help.

Developing the Organisation

  • Developing the leaders and managers - and indeed the potential leaders and managers of the organisation is the key component of developing the organisation itself.
  • We help you to harness the energy of resistance and focus it on achieving lasting change
Change Management