Writing on change management focused on the human, organisational, and political realities of change in complex settings. These pieces explore why change efforts stall, how resistance emerges, and how leaders create movement when authority is limited and outcomes cannot be fully planned in advance.
How can I spot the early signs that a change is going off track?
How can leaders spot the early signs that an organisational change is going off track when the project dashboard still looks healthy? Milestones and performance measures rarely reveal the whole picture. This article explores how changes in everyday events, relationships, attention, workarounds and informal conversations can reveal what is emerging. Using a practical Notice, Explore and Respond approach, it shows how leaders can investigate competing explanations, identify bright spots and test small, recoverable interventions before difficulties become entrenched.
