Mentoring through change

Article Abstract:

Mentoring can be extremely valuable for companies undergoing change. Experienced mentors can assist employees in dealing with the key transitions and challenges they will have to face. The best mentors are often managers from other parts of the business who have no direct interest in persuading people to change. Managers directly involved in organizational change often concentrate too much on short-term outcomes to really be able to listen properly and consider all options.

Management Policy & Goals, Influence, Strategic planning (Business), Mentors, Mentoring, Goal setting

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Brain dominance and IT change in practice

Article Abstract:

Understanding how people operate within teams enables companies to make the best use of their skills, the staff work together more effectively and they get along better. People can be categorized into four groups: analysers, innovators, implementors and collaborators. The best sequence for change is to have an innovator to think up ideas, ask a collaborator to look at their effects and promote the idea. Analysers plan how to introduce the idea and implementors get it done.

Staff Organization, Work groups, Teamwork (Workplace), Line and staff organization

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Reducing the pain of change by understanding expectations

Article Abstract:

Many companies are currently only making limited efforts to allow individuals and groups to gain benefits from their involvement in the process of change. It is now time to give more attention to the positive developmental side of change. Companies dealing with change must be focused, realistic and flexible. They need to encourage participation from different types of people, and must help different types of people to understand each other.

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