Welcome to where we consider the entire world of change and change management, consider its impacts on organisations, and on the people who work in them; our aim is to build up a portfolio of data, information, knowledge about change - articles, case studies, opinions

Why?

Because change is all around us - and it is accelerating at an alarming pace; more and more organisations - be they private organisations, public sector organisations, government or voluntary organisations - are having to introduce and then manage change; this due to constant pressures on costs, the relentless drive of new technologies - and, increasingly the impacts of somewhat belatedly trying to protect our environment; the so-called drivers of change are mixed and varied

Management guru Charles Handy has said that the only constant in life these days seems to be change

Colin Carnall, professor of management studies at Henley Management College has said that the "in a changing world organisations must change to survive and prosper" and says that the ultimate dilemma in managing change is in "combining change with stability"

William Bridges, author of the book "Managing Transitions" differentiates between change and the process of transition which he says is "the psychological process people go through to come to terms with a new situation."

Bridges refers to what he calls the "neutral zone", a kind of "no-mans land" between "two somewheres"; he likens life in the neutral zone to "letting go of one trapeze with the faith that the new trapeze is on its way." In the meantime, he writes, "there's nothing to hold on to!" Click here to see our adaptation of Bridges' Transition Model and note that we have replaced the 'neutral zone' with the "turbulent zone" - because in many organisations that's what it feels like, people keep telling us, going through transition these days - turbulent!

Like us, Bridges has a real concern for the people who get caught up in organisational change - not just those of us who have to manage it but those whose job it is to actually implement it - to "make it happen". For, make no mistake about it, it is an organisation's people that bear the brunt of change. And based on what they have seen in the past many people don't like change - it makes them afraid (afraid of the unknown, afraid of losing their jobs or their status); change makes many people anxious, causes stresses and strains.

There are others though who see and sense opportunity in change, who embrace change, see it as the only way forward. But they perhaps are in the minority, for most people the world of organisational change seems a fearful place, one in which they fear they have more to lose than to gain.

We won't prolong the debate about change any further here though - just invite you to browse our site, contribute to it if you wish! Take a look at our presentations, our change and transition models. And if you wish have a look at our products and services. And do leave us a message in our Visitor's Book, tells us how you feel about change, tell us what you think about our site, what you'd like to see or contribute in the way of comments or articles.

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