Change Management Articles | Queen's University IRC

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Negotiation Skills
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Linking HR Strategy to Business Strategy
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Strategies for Workplace Conflicts
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Change Management
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Strategic Grievance Handling
Nov 3-6, 2020: Toronto
Organization Development Foundations
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Performance Management
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Managing Unionized Environments
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Strategies for Workplace Conflicts
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Change Management
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Linking HR Strategy to Business Strategy
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Negotiation Skills
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Performance Management
May 11-12, 2021 - Ottawa
Workplace Restoration
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Labour Arbitration Skills
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Change Management
June 15-17, 2021 - Toronto
Advanced HR
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July 13-16, 2021 - Toronto

Change Management Articles

IRC Articles and Papers Human Resources and Labour Relations Research and Resources

Change Management Articles

Dr. Carol A. Beatty, Queen's University IRC
Publication date: November, 2015

Most experts would agree that communication is a vital ingredient in successful change initiatives, and there is much research to support this assertion. My own research revealed a very high correlation between change success and communications efforts (Pearson correlation r = 0.567, significant at the 0.01 level). Furthermore, it has also been shown that ineffective internal communication is a major contributor to the failure of change initiatives. more

Erin O’Flynn, Director, Human Resources, Ontario Division, Cogeco Cable Canada
Publication date: November, 2015

Working in the telecommunications industry, people assume that we are ahead of the curve in terms of change initiatives and communication practises.  But similar to other companies, we are challenged to come up with our own change management processes within our organization.  Our industry is changing rapidly, and that means we need to change too. In this article, I will share how Cogeco developed a new change model quite quickly to respond rapidly and succinctly to the transformational trends in our industry.  more

Dr. Carol A. Beatty, Queen's University IRC
Publication date: October, 2015

Dealing with resistance is tough work, but avoiding this work only makes change more difficult. When facing major change, management tends to view the new direction as an opportunity, while employees face the change with feelings of uncertainty, fear and disruption. Furthermore, most change leaders underestimate the amount of resistance they will face. However, as this case shows, external conditions, trust in the organization, and skillful handling of resistance can all contribute to lessening resistance and increasing support for a change initiative. more

Dr. Carol A. Beatty, Queen's University IRC
Publication date: September, 2015

After you know who will lead a change initiative, why the change is necessary and what future you are trying to create, you come to the “how”—the activities you must plan to implement the change successfully. This is tough work because of the countless details that must be thought through and included in a change rollout plan. Forget something crucial here, and your change may be in jeopardy, as is highlighted in the following case study.
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Creating a Motivating Vision for Change Projects

Dr. Carol A. Beatty, Queen's University IRC
Publication date: August, 2015

Most experts advocate creating a vision as a necessary step in any change initiative. But managers have a tough time following this advice. Change vision statements are often too long, too confusing or too generic to motivate action in the direction of the change. It's tough to condense the vision into a couple of sentences or paragraphs that sing, but it is worthwhile to try. A clear vision is important for change leaders to think through because it forces you to identify exactly what you are aiming for instead of some vague, fuzzy or rosy picture of the future. more

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