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	<title>Management Excellence by Art Petty &#187; Succeeding with Change Management</title>
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	<description>Leadership, Management and Professional Development</description>
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	<copyright>copyright by Art Petty, 2011 </copyright>
	<managingEditor>art.petty@artpetty.com (Art Petty)</managingEditor>
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	<itunes:subtitle>Leadership Caffeine Podcast</itunes:subtitle>
	<itunes:summary>Host Art Petty interviews leaders, leadership authors, management thinkers and other professionals about creating high performance teams and organizations and developing effective leaders at all levels, during this weekly program. The goal is to share practical, powerful ideas to help listeners improve their performance and the performance of their teams and organizations.</itunes:summary>
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	<itunes:author>Art Petty</itunes:author>
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		<title>Don&#8217;t Be Naive When It Comes to Driving Change</title>
		<link>http://artpetty.com/2010/11/05/dont-be-naive-when-it-comes-to-driving-change/</link>
		<comments>http://artpetty.com/2010/11/05/dont-be-naive-when-it-comes-to-driving-change/#comments</comments>
		<pubDate>Fri, 05 Nov 2010 14:01:16 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA["To Do" List]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[Power and Influence]]></category>
		<category><![CDATA[Succeeding with Change Management]]></category>

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		<description><![CDATA[<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2010/11/05/dont-be-naive-when-it-comes-to-driving-change/' addthis:title='Don&#8217;t Be Naive When It Comes to Driving Change '  ><a class="addthis_button_facebook_like" fb:like:layout="button_count"></a><a class="addthis_button_tweet"></a><a class="addthis_button_google_plusone" g:plusone:size="medium"></a><a class="addthis_counter addthis_pill_style"></a></div>There are ample reasons for organizations to change business processes and business practices in this fast moving and complex environment. The market drivers are strong, the business justification is clear and often, ideas on how and where to change are clearly visible to some inside organizations. It’s too bad that most change management initiatives fail, in spite of the best of intentions.  With a bit of advance warning and some darned hard work however, you may be able to avoid the fate of so many that have come before you. Learn to ask yourself some core questions and keep asking these questions and you might just put one in the win column.<div class="addthis_toolbox addthis_default_style addthis_32x32_style" addthis:url='http://artpetty.com/2010/11/05/dont-be-naive-when-it-comes-to-driving-change/' addthis:title='Don&#8217;t Be Naive When It Comes to Driving Change ' ><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a><a class="addthis_button_compact"></a></div>]]></description>
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		<slash:comments>12</slash:comments>
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		<title>Improving Your Odds of Success in Driving Change</title>
		<link>http://artpetty.com/2009/04/28/improving-your-odds-of-success-in-driving-change/</link>
		<comments>http://artpetty.com/2009/04/28/improving-your-odds-of-success-in-driving-change/#comments</comments>
		<pubDate>Tue, 28 Apr 2009 14:11:49 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Leading Change]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Best Practices in Change Management]]></category>
		<category><![CDATA[best practices in leading]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[John Kotter]]></category>
		<category><![CDATA[Psychology of Change]]></category>
		<category><![CDATA[Succeeding with Change Management]]></category>
		<category><![CDATA[The Irrational Side of Change Management]]></category>
		<category><![CDATA[the McKinsey Quarterly]]></category>
		<category><![CDATA[Why Do We Fail to Change?]]></category>

		<guid isPermaLink="false">http://artpetty.com/?p=1566</guid>
		<description><![CDATA[<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2009/04/28/improving-your-odds-of-success-in-driving-change/' addthis:title='Improving Your Odds of Success in Driving Change '  ><a class="addthis_button_facebook_like" fb:like:layout="button_count"></a><a class="addthis_button_tweet"></a><a class="addthis_button_google_plusone" g:plusone:size="medium"></a><a class="addthis_counter addthis_pill_style"></a></div>There is a fascinating article on Change Management in a recent issue (Issue 2/2009) of the McKinsey Quarterly (subscription required) by Carolyn Aiken and Scott Keller, entitled: “The Irrational Side of Change Management.” 

And while much has been written over the years on this important and vexing topic, the authors offer some insights and ideas that they describe as counter-intuitive, but potentially helpful in improving your odds of success with these initiatives.  This article alone was for me worth the hefty annual subscription price.<div class="addthis_toolbox addthis_default_style addthis_32x32_style" addthis:url='http://artpetty.com/2009/04/28/improving-your-odds-of-success-in-driving-change/' addthis:title='Improving Your Odds of Success in Driving Change ' ><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a><a class="addthis_button_compact"></a></div>]]></description>
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