Rethinking Change Management With Nudges

After Matt Watson had run his last workforce reduction project, he felt troubled. Disturbed with how much organizational change forces impact on the workforce. Realizing that the constant is change, he shifted his focus to creating something new. In turn, he created a change approach that would partner the organization with the employees. Change models are relatively new to organizational management and have made a positive impact on helping companies navigate change. However, there are still gaps in each change model leaving managers with incomplete blueprints. Rethinking Change Management addresses those gaps and explains the 9X change model. This approach curates the best practices from each change model to help build a comprehensive change strategy. Unique to the 9X model is that the approach to change focuses on engaging the workforce with nudges and empowered decision making. This 45-minute read will help ignite your thinking on looking at change through a new window and how you apply change management at your organization.

We humans crave security. Yet, continual change and adaptation are the lifeblood of a company. Keeping an organization competitive and relevant means regular change, thus shattering the sense of security people have with their jobs and their livelihoods. It's no wonder people resist change.No matter a global corporation or small business, change is often 'done' to a voiceless workforce. Management wields the power of disruption and often does so without engaging those to-be-impacted with an opportunity to help design the change. Though most will claim there is no other way, utilizing such an approach highlights a real blindspot for managers. Including employees in the process has been proven to have a direct link to ensuring successful change implementation. Simply, managers and change management practitioners must re-think how they implement change initiatives for their organizations.Matt Watson, Ph.D. developed "Nudge Change Management" to pair best practices of modern-day change approaches with Thaler and Sunstein's Nudge Theory. Watson's model empowers employees using data, transparency, and motivation to make decisions to help move their organizations forward. Guided by an illustrative case study, readers of "Nudge Change Management" are able to apply this new change approach in their organizations, and gain a deeper understanding of the fundamentals and nuances of creating a change team to designing and implementing the necessary change in their enterprise.

Despite the popularity of organizational change management, the question arises whether its prescriptions and dominant beliefs and practices are based on solid and convergent evidence. Organizational change management entails interventions intended to influence the task-related behavior and associated results of an individual, team, or entire organization. There is a perception that a lot of change initiatives fail and limited understanding about what works and what does not and why. Drawing on the field of psychology and based on primary research, Reconsidering Change Management identifies 18 popular and relevant commonly held assumptions with regard to change management that are then analyzed and compared to the four specific themes laid out in the book (people, leadership, organization, and change process), resulting in their own set of assumptions. Each assumption will have a brief introduction in which its relevance and popularity is explained. By studying the scientific evidence, in particular meta-analytic evidence, the book provides students and academics in the fields of change management, organizational behavior, and business strategy the best available evidence for the acceptance or dropping of certain (change) management assumptions and their accompanying practices. By exploring the topics people, leadership, organization, and process, and the related assumptions, change management is restructured and reframed in a prudent, positive, and practical way.

Today, businesses change, grow, and fail at an ever-increasing pace. The marvel of modern technology and instant communication has made change occur at an ever quickening speed. To keep up, all companies must innovate and change. Innovation is a major buzzword, and one that everyone understands is central to the sustained success of a company. However, in order for innovation to succeed, often certain changes must take place within the company - and in order for those changes to occur successfully, you need change management. This book includes: - What is Change Management - Types of Change - When is the Right Time for Change - Eight Steps to Successful Change - Nudge Theory - Keys to Successful Change Management

The definitive, bestselling text in the field of change management, Making Sense of Change Management provides a thorough overview of the subject for both students and professionals. Along with explaining the theory of change management, it comprehensively covers the models, tools, and techniques of successful change management so organizations can adapt to tough market conditions and succeed by changing their strategies, structures, boundaries, mindsets, leadership behaviours and of course their expectations of the people who work within them. This completely revised and updated 4th edition of Making Sense of Change Management includes more international examples and case studies, emerging new thinking and practice in the area of cultural change and a new chapter on the interrelationship with project management (PM) and change management. It also covers complexity models, agile approaches, and stakeholder management along with cultural sensitivity and what to do when cultures collide. Making Sense of Change Management remains essential reading for anyone who is currently part of, or leading, a change initiative. Online supporting resources include lecture slides, making this an ideal textbook for MBA or graduate students focusing on leading or managing change.

Winner of the 2014 Academy of Management Public-Nonprofit (PNP) Division Best Book Award Many public services today are delivered by external service providers such as private firms and voluntary organizations. These new ways of working – including contracting, partnering, client co-production, inter-governmental collaboration and volunteering – pose challenges for public management. This major new text assesses the ways in which public sector organizations can improve their services and outcomes by making full use of the alternative ways of getting things done.

This report takes stock of discussions between academics and country practitioners on opportunities to improve the design and delivery of regional development policies in a series of seminars organised during 2017 by the OECD and the European Commission. What can governments do to enhance ...

For much of the past century, we have viewed the issue of parking from the driver’s seat. It follows that key narratives about parking reaffirm the immediate needs of the driver. A consequence of this approach is a failure to understand the significant damage that parking causes to the destination. That damage is amplified by ‘cheap, easy’ parking at the expense of place and access outcomes. Viewing parking from an urban planning and design perspective highlights different issues and opportunities. Five perspectives are offered: Place – If we gave drivers all the parking they wanted, the destination would not be worth visiting. Politics – Parking is intensely territorial, emotional, and prone to populism, and this is a barrier to strategic and sustainable parking reform. Policy – Parking tends to be focused on the ‘me, here and now’ needs of the driver at the expense of bigger picture and longer term policy objectives. Price – Subsidized parking exists behind opaque pricing mechanisms. In contrast, a transparent accounting of costs is a vehicle for strategic parking reform. Professional practice – Parking is a significant land-use issue, located at the juncture of transport and urban planning and design. Improving urban parking outcomes requires an integrated and collaborative planning process. An alternative view of parking is timely as new technologies and economies fundamentally change everything we understand about parking. A potential paradigm shift is in the making. Rethinking Parking provides a pathway to a better parking/place balance and access to destinations worth visiting. It is valuable reading for students and professionals engaged in transport, planning, urban access, and design.