It Change Management Quotes & Sayings

It is very important to understand why those annoying people annoy you and then figure out where that fits into your world. — Auliq Ice

ReThink culture, because it is the foundation of all strategic success. — Tony Dovale

Many of the Abbott disciplines trace back to 1968, when it hired a remarkable financial officer named Bernard H. Semler. Semler did not see his job as a traditional financial controller or accountant. Rather, he set out to invent mechanisms that would drive cultural change. He created a whole new framework of accounting that he called Responsibility Accounting, wherein every item of cost, income, and investment would be clearly identified with a single individual responsible for that item.4 The idea, radical for the 1960s, was to create a system wherein every Abbott manager in every type of job was responsible for his or her return on investment, with the same rigor that an investor holds an entrepreneur responsible. There would be no hiding behind traditional accounting allocations, no slopping funds about to cover up ineffective management, no opportunities for finger-pointing. — James C. Collins

Change shouldn't be treated as a singular occurrence when it is an ongoing, continued process and dynamic capability within the organization. — Pearl Zhu

It is very humbling to see my own character defects in someone who annoys me. At the end of the day, I realize they have actually prompted positive change in me. — Auliq Ice

The existential attitude is one of involvement in contrast to a merely theoretical or detached attitude. "Existential" in this sense can be defined as participating in a situation, especially a cognitive situation, with the whole of one's existence ... There are realms of reality or - more exactly - of abstraction from reality in which the most complete detachment is the adequate cognitive approach. Everything which can be expressed in terms of quantitative measurement has this character. But it is most inadequate to apply the same approach to reality in its infinite concreteness. A self which has become a matter of calculation and management has ceased to be a self. It has become a thing. You must participate in a self in order to know what it is. But by participating you change it. In all existential knowledge both subject and object are transformed by the very act of knowing. — Paul Tillich

If your business still needs to change, isn't it likely that your thinking needs to change first? — A.J. Sheppard

Management that wants to change an institution must first show that it loves that institution. — John Tusa

We must be drawn by the idea of where we want to go more than we dislike the idea of all the work it is going to take to get there. — Scott Hammerle

I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing supporting forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards and work avoidance, the situation can be directed towards the desired result - but for a short time only, and that too only to a certain extent. After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way, less energy will be needed to bring about and maintain change.
The result of the forces i mentioned above, is motive. — Arun Tiwari

The final relationship that cannot be ignored is with disrupters:
They are individuals who cause trouble for sport - inciting opposition
to management for a variety of reasons, most of them petty.
Usually these people have good performance - that's their cover - and so
they are endured or appeased.
A company that manages people well takes disrupters head-on.
First they give them very tough evaluations, naming their bad behaviour
and demanding it change.
Usually it won't. Disrupters are a personality type.
If that's the case, get them out of the way of people trying to do their
jobs.
They're poison. — Jack Welch

There was nothing scientific about Scientific Management (Taylorism), and neither was it good management. — Paul Gibbons

The reason is that good management itself was the root cause. Managers played the game the way it was supposed to be played. The very decision-making and resource-allocation processes that are key to the success of established companies are the very processes that reject disruptive technologies: listening carefully to customers; tracking competitors' actions carefully; and investing resources to design and build higher-performance, higher-quality products that will yield greater profit. These are the reasons why great firms stumbled or failed when confronted with disruptive technological change. — Clayton M Christensen

There's more than one mosque in the world that used to be a church and before that was a temple. Because it's a lot easier to just change the sign on the top and say under new management than it is to change the whole building. — Bill Maher

What has this book got to do with Palaeoanthropology? The short answer is 'not one tiny bit'. But it has everything to do with stress, communication and change, especially for the modern Caveman. — Carl Rosier-Jones

Many call this process 'the destruction of nature.' But it's not really destruction, it's change. Nature cannot be destroyed. — Yuval Noah Harari

If your coping mechanism to date has been to ignore your weight, don't feel badly. You're in good company. I've done my share of standing on the doctor's scale backwards, cringing as the nurse scribbled on the clipboard, anxious when the doctor came in glancing over my record. I scrutinized his face for any semblance of judgment. Whether or not I faced the scale or the doctor skipped a pep talk, it didn't change the truth and it still pervaded every hour of my waking thoughts. I knew what I needed to do and just agonizingly prolonged it. What about you?

We want our lies to be true--desperately. We think it means less work, less pain. But aren't we experiencing work and pain every day when we are obese? We don't escape it, we just reallocate it, attach it to different problems.

The sooner we face the numbers and start to deal with them, the sooner we can resolve them. — Shannon Sorrels

THE ONLY WAY TO MAKE PROGRESS IN BUSINESS IS THROUGH CHANGE. AND CHANGE, BY DEFINITION, HAS A CERTAIN AMOUNT OF RISK ATTACHED TO IT. BUT IF YOU PICK YOUR SHOTS, USE YOUR HEAD, AND APPLY GOOD MANAGEMENT, THOSE ROLLS OF THE DICE CAN TURN OUT PRETTY — Phil Rosenzweig

There'd been an epidemic, the man had told him. Thirty people had died incandescent with fever, including the mayor. After this, a change in management, but the tuba's acquaintance had declined to elaborate on what he meant by this. He did say that twenty families had left since then, including Charlie and the sixth guitar and their baby. He said no one knew where they'd gone, and he'd told the tuba it was best not to ask. — Emily St. John Mandel

Although science is not easy in complex human systems, we cannot afford to throw our hands in the air and give up. It may take decades, but it is a game worth playing and winning. — Paul Gibbons

I'm impatient. Typically people think they know all about change and don't need help. Their approach tends to be more management-oriented than leadership-oriented. It's very frustrating. — John P. Kotter

The truth is that no internal reviews or congressional hearings will change the Secret Service's broken management culture. It needs better leadership. — Ronald Kessler

[...] fundamental PIM problems are surprisingly resistant to technology change. [...] Despite apparent technology improvements, we still forget to deal with vital actionable items. find it hard to judge the value of new information, keep large amounts of infomation of questionable value, and fail to retrieve important information that we have made stringent efforts to organize. — Ofer Bergman

Obama can't change his cool disposition, though it would be nice if he lost the vaguely grudging air he gives off that problems of management get in the way of ideas. — Tina Brown

Working on your deep psychological issues opens the possibility for psychological freedom, making you independent of your past and the scars you carry around with you. These are meaningful choices that go beyond the limited definition of stress management, yet it's this kind of change that transforms someone's life. — Deepak Chopra

The future is coming so fast, we can't possibly predict it; we can only learn to respond quickly. — Steve Kerr

Awareness is the first step of Change Management, it starts from the mindset level. — Pearl Zhu

Kanban is not a software development lifecycle methodology or an approach to project management. It requires that some process is already in place so that Kanban can be applied to incrementally change the underlying process. — David J. Anderson

Don't buy into the campaign that people don't like change. We are built for it. — Stacy Feiner

From the systems point of view, it is evident that one of the main obstacles to organizational change is the - largely unconscious - embrace by business leaders of the mechanistic approach to management. — Fritjof Capra

It's taken years, but part of my own personal growth has involved deciding that I can learn something from even the most annoying person. — Auliq Ice

Life is a dance more than it is an assertion and there is more health in dynamism or fluidity than there is rigidity and stasis. — Oli Anderson

Our "default setting" is to be autonomous and self-directed. Unfortunately, circumstances - including outdated notions of "management" - often conspire to change that default setting and turn us from Type I to Type X. To encourage Type I behavior, and the high performance it enables, the first requirement is autonomy. People need autonomy over task (what they do), time (when they do it), team (who they do it with), and technique (how they do it). Organizations that have found inventive, sometimes radical, ways to boost autonomy are outperforming their competitors. — Daniel H. Pink

Parliamentary democracy is, in truth, little more than a means of securing a periodical change in the management team, which is then allowed to preside over a system that remains in essence intact. If the British people were ever to ask themselves what power they truly enjoyed under our political system they would be amazed to discover how little it is — Tony Benn

It is always easier to talk about change than to make it. — Alvin Toffler

To help others develop, start with yourself! When the boss acts like a little god and tells everyone else they need to improve, that behavior can be copied at every level of management. Every level then points out how the level below it needs to change. The end result: No one gets much better. — Marshall Goldsmith

Change management is kind of a weird concept to me. We can' t control events any more than we can control the weather. But we control how we deal with it and we can control the opportunities that these moments of change create. — Kevin Allen

Obviously it was happenstance, but it did change my opinion of human nature. I now saw war as a constant, akin to wildfires. They break out unless you work actively to prevent them. It's an atavistic thing, buried deep in our DNA. — Richard Engel

Unless people are convinced about what you are asking them to do, they are not going to make it happen. — Ravi Kant

Knowing that an asteroid is going to hit the earth is not really useful if you are not planning to launch missiles to knock it out of the sky. You have to work massively overtime on the belief that innovation or massive change is going to happen.' - Tom Martin, former VP of marketing — Heather Simmons

It is time to euthanize change management. — Paul Gibbons

Only experience can refine a leader's art. High-uncertainty projects are full of anxiety, change, and ambiguity that the team must deal with. It takes a different style of project management, a different pattern of team operation, and a different type of project leader. I've labeled this type of management leadership-collaboration. — Jim Highsmith

Whenever you become aware of a conflict in the world, realize that you only perceive it as a conflict because it resonates with something that's already inside of you. — Auliq Ice

Change is disturbing when it is done to us, exhilarating when it is done by us. — Rosabeth Moss Kanter

A company at the top of its game has accumulated a number of rules of thumb - implicit assumptions and beliefs about what has been central to its success. New technologies and business models belie or change some of those assumptions, but they only seem sensible if the management team can become aware of those implicit assumptions and mind-sets and suspend them for a moment to contemplate the change. It's very hard to do that with the inherited wisdom, experience, and lore of a company. This is why the failures of incumbents to capture the benefits of disruptive innovations are a result not of bad managers, but of good managers practicing what they have done best. Incremental innovations can quickly be scaled and incorporated. Disruptive innovations require changes in customer sets, business models, or performance metrics that are no longer consistent with what led to success in the past. — Stefan Heck