I am particularly interested in identifying recent literature that sheds light on this question.
Hi David
here are the publications:
http://proceedings.aom.org/content/1989/1/199.short
http://amr.aom.org/content/16/4/667.short
http://amj.aom.org/content/34/3/487.short
hope they help.
a.
Hi David
here are the publications:
http://proceedings.aom.org/content/1989/1/199.short
http://amr.aom.org/content/16/4/667.short
http://amj.aom.org/content/34/3/487.short
hope they help.
a.
the selected team members should have various positive traits that are mostly linked to their attitude towards delivering work, roll up your sleeve attitude with a touch of creativity.
yes yacoub , congruence , harmony, unity, collaboration , and commonality are the essential building blocks .
yes yacoub , congruence , harmony, unity, collaboration , and commonality are the essential building blocks .
yes yacoub , congruence , harmony, unity, collaboration , and commonality are the essential building blocks .
I do not have the criteria in the attached papers, but the importance of collaborative and networked activities.
"There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it," said Niccolò Machiavelli.
Transformational change initiatives have a dismal record, with a staggering 70% failure rate that has been constant over decades. Most large-scale programs assume that (i) change starts from neutral, (ii) change managers are impartial, (iii) change can be managed, (iv) change can be mapped out, and (v) change per se is a worthy goal. Repeatedly, they turn a blind eye to reality: change will not take place if individuals do not agree to change their values, beliefs, and attitudes. So, why—exactly—should they? And in whose interest? From this perspective, such supposedly "key" levers of change management as leading, measuring, communicating, involving, learning, and sustaining may seem ineffectual (if not absurd). What criteria and processes are used to select members of teams set up to manage organizational change ought to matter; they should be a function of the nature of the proposed change, assuming change managers can actually make a difference. (Naturally, much depends on the magnitude of the change effort.) Rarely, however, are such criteria and processes transparent. Forestalling Change Fatigue, available at https://www.researchgate.net/publication/238600582_Forestalling_Change_Fatigue, makes the point that people will help build what they create. This suggests that the selection of change managers should be democratized and that their terms of reference should reflect concerns that are not just those of senior management. Future Search Conferencing, available at https://www.researchgate.net/publication/286440317_Future_Search_Conferencing, describes a system-wide strategic planning tool that can enable diverse and potentially conflicting groups to find common ground for constructive action.
Article Forestalling Change Fatigue
Article Future Search Conferencing
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