Deborah Rowland: Is Change Changing?

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            [post_content] => Previously a lecturer in Psychology at Pembroke College, Oxford, he has been Professor of Psychology at University College London since 1992. He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has recently been made Adjunct Professor of Management at the Norwegian School of Management. Since 2007 he has been nominated by HR magazine as one of the 20 Most Influential People in HR. 

IMI: Based on your current work – if you only had 6 words of advice to give a business – what would they be?
AF: Every Disruption involves threat and opportunity.
IMI: What does that mean?

AF: We live in turbulent times: times of both threat and opportunity that really test managers. So what are the fundamental principles of good management to ensure staff are happy, motivated and productive? Can you teach experts to become good people managers and if so, how? What is the role of money in motivation? And how can we engage rather than disenchant our staff? We know from futurologists that the world of work is changing fast, even though many predictions have not come true. But where we work, for whom we work and with whom we work are all in flux. How do you manage the older worker? What are young people really like in the work-place? What is the work-place and organisation of the (near) future going to look like? Finally, I address the (continual) management of change. Which strategies work best and why? No one ever said managing people was easy: but we can learn to do it better and ensure our organisation thrives and survives in an uncertain world.

Adrian Furnham is a keynote speaker at the IMI National Management Conference taking place on Thursday 29th  of September. To register please click here.

 
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IMI Insights

6th Nov 2018

Related Articles

"Every Disruption involves threat and opportunity" Six Word Wisdom from Adrian Furnham

A Fixed or Growth Mindset? What it Means for Your Organisation

After The Boom Comes The Bust

Agility has a PR problem – and it needs to be fixed

Deborah Rowland: Is Change Changing?

Many leaders have in essence become change managers, constantly directing their organisation to the next thing, and the next thing after that.

Change has become the one constant in today’s business environment. Skills quickly become outdated, technologies get replaced, competitors emerge from nowhere and, amongst all this, leaders are expected to drive their organisations to the fore in the marketplace.

Thus, many leaders have in essence become change managers, constantly directing their organisation to the next thing, and the next thing after that. However, many change initiatives fail, and many become just a set of ‘busy actions’ rather than really shifting the dial.

Deborah Rowland, author of ‘Still Moving: How to Lead Mindful Change’ and 2018 NMC speaker, defines change as ‘the disturbance of repeating patterns’. The disturbance is a prime reason for change initiatives to fail; it’s tough to break habits and patterns. The human brain itself is hardwired for habits, and often we are doomed from the outset when leading change because we use these same habits to break the pattern.

‘The number one difference when we talk about change compared to ten years ago is change is now ongoing – it’s a constant process’ said Deborah Rowland, National Management Conference (NMC) speaker. ‘Before I was brought in to help manage a specific change – whether that was SAP implementation, an acquisition, or whatever the instance was. Today the request is usually about ‘we are going through ongoing change, please help’.’

 

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