The Antidote: Volume 3 Issue 4
Table of contents
Nothing endures but change
T KippenbergerExposes Greek philosophers' (Herodotus, Parmenides and Empedocles) sayings and the commonsense that they are based on. Posits that change is one modern‐day word to suffer by…
The hiatus of re‐engineering
T KippenbergerLooks at change and its various guises (TWM, BPR) and how it subsequently became an excuse for job losses, which led to cynicism and antipathy. States re‐engineering has had a…
Change requires informed judgement
T KippenbergerLooks at alternative choices for change that managers may look to bring in. Asks various questions about change and whether organizations ate indeed ready for it. Uses a Figure of…
Planned change: Kurt Lewin's legacy
T KippenbergerDiscusses German‐born psychologist Kurt Lewin's work in the field of organizational development and change and how he influenced those two. Pinpoints two of his ideas ‐ a force…
Managed learning: elaborating on Lewin's mould
T KippenbergerStates that change involves alerting perceptions, attitudes and behaviours but this can be a painful and destabilizing experience ‐ involving unlearning and a process of fixing up…
Culture and our usual frame of reference
T KippenbergerContends all organizations have to start somewhere and that somewhere is with an idea ‐ one that works ‐ that organizations can only grow and develop if what they provide fulfils…
Transformation: the critical routes to success (or failure)
T KippenbergerDetermines that nowadays organizations can no longer afford to adapt gradually ‐ evolving as the environment alters. Contrasts the mechanistic process of ‘managing’ with all its…
Keeping the organization fit for anything
T KippenbergerChronicles that success in stable periods makes organizations particularly vulnerable when sharp, sudden change is necessary. Suggests organizations need to both manage radical…
Drive change or cultivate it?
B GouldWonders whether it is better to drive change from the top, pushing it down into the organization, or should managers be cultivating the emergence of change from the bottom up?;…
The missing element in change programmes: common sense: uncommon in practice
T KippenbergerGives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect…
Blending the personal and the organizational to lead change
B GouldMakes much of the individual's total relationship with the organization ‐ named as the ‘compact’ between each member and the organization. Considers when it comes to managing…
Building trust and co‐operation through fair process
T KippenbergerProposes that classical economical theory assumes that people, motivated by self‐interest, are more likely to notice the outcome of a situation than the process they went through…
A different approach to change in Spain: the case of Alcatel Standard Eléctrica SA (ASESA)
T KippenbergerSpotlights Alcatel Eléctrica SA (ASESA), the Spanish subsidiary of Alcatel NV, a world leader in telecommunications equipment. Looks in depth at ASEA's beginnings and how it has…