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Managing Employee Resistance in the Transition Process Ken Wallace Whenever a change initiative is determined to be in the best interest of the organization, be it for growth or survival reasons (that is, proactive or reactive in nature), there will be certain predictable responses on the part of employees who will be affected by any resulting changes. Many will resist change as a matter of fear that their future relationship with the organization will be worse than it is currently. Some will resist because they are too comfortable in their current relationship to the organization. Others will resist simply as a matter of principle feeling that they will be treated unfairly and unjustly in the new order of things. . . . keep reading
The Choice of Character
(Written August 18, 1998 with Update, October 2008) Ken Wallace Presidential historian, Michael R. Beschloss, quoted by Dan Balz in an editorial in the August 18, 1998 edition of the Washington Post ("Rebuilding Credibility Key to Clinton's Effectiveness, Legacy") said: "It's possible that you could devise a scenario that since the core of Clinton's authority is political management, not character, there is some way he can tunnel through this (crisis) and get on to the two last years and show presidential leadership. But that depends on how people react (to Clinton's August 17th speech) and what they hear about his testimony and what is in the Starr report." What jumped out at me from Beschloss' comments was his phrase ". . . since the core of Clinton's authority is political management, not character . . . ." This really is the issue at the heart of the current and all preceding Clinton debacles. . . . keep reading
A Few Traits of Success Ken Wallace There are a few - just a VERY few - traits that people must cultivate and develop in their lives before they can even START to become successful in whatever path they choose. You can think of these traits as the building blocks - the foundation - of your growth into a successful life. . . . keep reading
Managing Your Organization's Emotional Supply Chain Every organization is intimately involved with an emotional supply chain. Just as there are "upstream" and "downstream" elements in it physical and process supply chains, so, too, there is a sequence of elements that comprise the overall emotional experience of both its internal and external customers (employees and end-user customers). . . . keep reading
A Case Study on How to Work Well Together in Any Organization Ken Wallace Following is a summary report I issued to the owner of a medium-sized manufacturing plant in Illinois after having met with all individuals involved in an inter-departmental dispute. The discord arose from a lack of specificity in written job descriptions as well as "job drift" among two long-time employees, one of whom was recently reassigned to oversee this department (Purchasing) in conjunction with another department (Production) whose tasks were dependent upon the efficiency and effectiveness of the Purchasing Department's activities. . . . keep reading
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