Change Management Articles | Queen's University IRC

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Mastering Fact-Finding and Investigation
Jul 20-23, 2020 - Toronto
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Mastering Fact-Finding and Investigation
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Talent Management
February 24-25, 2021 - Toronto
Strategies for Workplace Conflicts
March 2-4, 2021 - Kingston
Change Management
March 9-11, 2021 - Kingston
Linking HR Strategy to Business Strategy
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Labour Relations Foundations
March 21-26, 2021 - Kingston
Strategic Workforce Planning
March 24-25, 2021 - Toronto
Building Trust in the Workplace
March 30-31, 2021 - Kingston
Organization Development Foundations
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Managing Unionized Environments
April 6-8, 2021 - Edmonton
Mastering Fact-Finding and Investigation
April 13-16, 2021 - Toronto
HR Metrics and Analytics
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Advanced HR
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Negotiation Skills
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Designing Collaborative Workplaces
April 27-29, 2021 - Kingston
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May 11-14, 2021 - Victoria
Performance Management
May 11-12, 2021 - Ottawa
Workplace Restoration
May 18-20, 2021 - Toronto
Coaching Skills
May 19-20, 2021 - Halifax
Building Trust in the Workplace
May 26-27, 2021 - Regina
Labour Arbitration Skills
May 30-June 3, 2021 - Kingston
Labour Relations Foundations
June 7-11, 2021 - Halifax
Organizational Design
June 8-10, 2021 - Calgary
Change Management
June 15-17, 2021 - Toronto
Advanced HR
Jul 13-15, 2021 - Kingston
Strategic Grievance Handling
July 13-16, 2021 - Toronto
Negotiation Skills
July 19-23, 2021 - Victoria
Managing Unionized Environments
August 10-12, 2021 - Halifax
Mastering Fact-Finding and Investigation
Jul 20-23, 2020 - Toronto
Building Trust in the Workplace
Sep 15-16, 2020 - Kingston
Labour Relations Foundations
Sep 20-25, 2020 - Kingston
Organizational Design
Sep 22-24, 2020 - Toronto
Talent Management
Sep 28-29, 2020 - Kingston
Strategic Workforce Planning
Sep 30-Oct 1, 2020 - Kingston
Negotiation Skills
Oct 18-23, 2020 - Kingston
Coaching Skills
Oct 20-21, 2020 - Kingston
Linking HR Strategy to Business Strategy
Oct 27-29, 2020 - Toronto
Strategies for Workplace Conflicts
Oct 27-29, 2020 - Toronto
Change Management
Nov 3-5, 2020 - Kingston
Strategic Grievance Handling
Nov 3-6, 2020: Toronto
Organization Development Foundations
Nov 3-6, 2020 - Ottawa
Performance Management
Nov 17-18, 2020 - Kingston
Managing Unionized Environments
Nov 17-19, 2020 - Toronto
Leadership Capability to Drive Innovation
Nov 19-20, 2020 - Kingston
Workplace Restoration
Nov 24-26, 2020 - Toronto
HR Metrics and Analytics
Nov 24-26, 2020 - Ottawa
Mastering Fact-Finding and Investigation
Nov 30-Dec 3, 2020 - Toronto
Mastering Fact-Finding and Investigation
February 2-5, 2021 - Ottawa
Organizational Design
February 9-11, 2021 - Ottawa
Managing Unionized Environments
February 23-25, 2021 - Ottawa
Talent Management
February 24-25, 2021 - Toronto
Strategies for Workplace Conflicts
March 2-4, 2021 - Kingston
Change Management
March 9-11, 2021 - Kingston
Linking HR Strategy to Business Strategy
March 9-11, 2021 - Toronto
Labour Relations Foundations
March 21-26, 2021 - Kingston
Strategic Workforce Planning
March 24-25, 2021 - Toronto
Building Trust in the Workplace
March 30-31, 2021 - Kingston
Organization Development Foundations
March 30-April 2, 2021 - Toronto
Mastering Fact-Finding and Investigation
April 13-16, 2021 - Toronto
HR Metrics and Analytics
April 13-15, 2021 - Kingston
Negotiation Skills
April 25-30, 2021 - Kingston
Designing Collaborative Workplaces
April 27-29, 2021 - Kingston
Performance Management
May 11-12, 2021 - Ottawa
Workplace Restoration
May 18-20, 2021 - Toronto
Labour Arbitration Skills
May 30-June 3, 2021 - Kingston
Change Management
June 15-17, 2021 - Toronto
Advanced HR
Jul 13-15, 2021 - Kingston
Strategic Grievance Handling
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: May, 2015

The statistics about the implementation of change in organizations are dismal. For decades now, business writers from all walks of life have been bemoaning the large failure rate of change projects. For example, one study reported that 70 percent of critical change efforts fail to achieve their intended results. Additionally, more executives are fired for mismanaging change than other reasons, such as ignoring customers. more

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

Two groups are crucial to any change project: planners and implementers. The planners, typically more senior than the implementers, must answer some important questions before they hand over the initiative for implementation. When these questions are not dealt with adequately, the initiative can get off to a shaky start.  In this paper, I will give you those key questions and also advice for overcoming what I call the "iron curtain between planning and implementation." more

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

The literature on change management contains a lot of advice about formulating a change idea and planning it at a high level but much less on how to implement the idea once it has been created. For example, although strategy implementation is viewed as an integral part of the strategic management process, little has been written or researched on it. Likewise, in the public sector there is a great deal of advice on how to formulate public policy, and many academic courses teach this. more

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

The first thing people want to know when a change is proposed is why this change is necessary. If you don't have a very good answer, then they will not buy into your change initiative. Statistics show that having a good percentage of supporters at the outset of a change initiative is strongly associated with success. This paper addresses how to create the felt need for change and a sense of urgency for the change throughout the organization. more

Kathy Cowan Sahadath, Humber College, Althea L. Gordon, Humber College
Publication date: November, 2014

Over the past two years Humber College has undergone significant change towards being strategically positioned as the leader in Polytechnic education in Ontario.  In September 2013 Humber launched a revitalized brand to support student success. In supporting Humber’s value of innovation, HR Services over the next year and a half, will undertake a transformational change initiative to our HR systems most notably with the design and implementation of a new HRMS technology business platform for managing our HR processes. This paper represents the first in a series of papers that will follow this case study throughout its project lifecycle and describe the College’s journey in implementing a major change initiative.   more

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