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admin posted this in change management on June 26th, 2010

Put managers and employees to work on the change to reduce resistance

Many Change Managers assume that if the rationale for change is made clear to the organisation then they will go along with it. In the process of demonstrating the need to change and an understanding of the impact (on themselves and their group) employees will buy- in and thereafter work actively to realise it. There is an assumption behind all this that ‘Change’ is negotiated and develops over time and that the change agent’s task is merely to make clear the imperatives and the people will fall into

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Royston posted this in Psychology on June 26th, 2010

Team Role Testing - Belbin Typology

According to this approach all team members have a so-called team role in a team. This role is formed by a combination of personal character and talents and describes the characteristic way someone contributes to the team in conjunction with other members. This team role changes over the years as a person develops and is not a fixed construct (such as personality

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Royston posted this in Operations on June 26th, 2010

Get a service level agreement organised

The success of the Service Level Agreement (SLA) is also observed closely by your staff. We have seen in our outsource work that staff notice only too well whether their original employer is getting value or just being ‘ripped off’ and often have great fun when it does go wrong. This keen appraisal of how it works in practice impacts upon their own motivation and their relationships with both you and the outsource organisation. This excerpt from an interview gives an indication of how staff can view the situation:

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