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Change can be tricky for organizations. The Knoster Model helps make it easier. This tool breaks down complex changes into key parts.

The Knoster Model for Change uses five main pieces: vision, skills, incentives, resources, and an action plan. When all these parts work together, change goes smoothly. If one part is missing, problems can pop up.

You might wonder why this model matters. It gives you a clear map for change. By checking each piece, you can spot weak spots before they cause trouble. This model helps you set up your team for success when facing big shifts.

Understanding the Knoster Model for Change

The Knoster Model provides a framework for managing complex change. It outlines key elements needed for successful organizational change and helps identify potential obstacles.

Origins of the Knoster Model

The Knoster Model for Managing Complex Change was developed by Timothy Knoster in the 1990s. Knoster, an education researcher, created the model to help schools implement changes more effectively.

The model builds on earlier work by Mary Lippitt, who studied organizational change. Together, their insights formed what's now known as the Lippitt-Knoster Model.

This framework quickly gained popularity beyond education. It's now used in many fields, including business and healthcare, to guide change efforts.

Components of the Model

The Knoster Model identifies six critical elements for successful change:

Each element plays a vital role. Without a clear vision, you may feel confused about the change. Lacking skills can lead to anxiety. Missing incentives might cause resistance.

Insufficient resources often result in frustration. No action plan can lead to false starts. Without consensus, you may face opposition.

By ensuring all six elements are in place, you increase your chances of successful change. The model helps you spot and address potential issues early on.

Prerequisites for Effective Change

The Knoster Model outlines key elements needed for successful organizational change. These components work together to create a solid foundation for implementing new initiatives and processes.

Vision for Change

A clear vision guides the change process. You need to define where your organization wants to go and why. This vision should be inspiring and achievable. Make it easy for everyone to understand and relate to.

Create a vision statement that captures the essence of the desired change. Share it widely throughout the organization. Use simple language and concrete examples to illustrate what success looks like.

Regularly reinforce the vision in team meetings and communications. This keeps everyone aligned and motivated towards the common goal.

Necessary Skills

Equip your team with the skills needed to implement the change. Identify skill gaps early in the process. Develop a training plan to address these gaps.

Offer workshops, online courses, or mentoring programs. Focus on both technical skills and soft skills like adaptability and communication.

Encourage continuous learning and improvement. Create opportunities for practice and feedback. Recognize and reward skill development efforts.

Consider bringing in external experts if needed. They can provide specialized knowledge and fresh perspectives.

Incentives and Motivation

Motivate your team to embrace the change. Use a mix of intrinsic and extrinsic incentives. Align rewards with the desired behaviors and outcomes.

Examples of incentives:

Recognition programs

Performance bonuses

Career advancement opportunities

Flexible work arrangements

Extra time off

Tailor incentives to individual preferences when possible. What motivates one person may not work for another.

Address concerns and resistance promptly. Show how the change benefits both the organization and individuals.

Sufficient Resources

Provide the necessary resources to support the change effort. This includes time, money, tools, and personnel. Conduct a thorough resource assessment at the start of the project.

Budget for unexpected costs and challenges. Allocate resources strategically, focusing on high-impact areas.

Examples of key resources:

Technology infrastructure

Project management software

Change management consultants

Training materials

Communication tools

Be prepared to adjust resource allocation as needs evolve. Regular check-ins help identify resource gaps early.

Action Plan Development

Create a detailed action plan to guide the change process. Break down the overall vision into specific, achievable steps. Use the SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) for goal-setting.

Key components of an effective action plan:

1. Clear objectives

2. Assigned responsibilities

3. Timelines and milestones

4. Success metrics

5. Risk mitigation strategies

Involve key stakeholders in developing the plan. This builds buy-in and ensures diverse perspectives are considered.

Regularly review and update the plan as needed. Be flexible and ready to adapt to unforeseen challenges or opportunities.

Challenges in the Change Process

Change brings many hurdles. You'll likely face pushback, uncertainty, and setbacks. Knowing what to expect can help you navigate these challenges more smoothly.

Facing Resistance and Anxiety

Change often sparks fear of the unknown. You may encounter employees who resist new ideas or processes. They might worry about job security or feel uncomfortable with new ways of working.

To address this:

Remember, resistance is normal. Be patient and empathetic. Give people time to adjust. Celebrate small wins to build confidence.

Overcoming Confusion and Frustration

Unclear goals or processes can lead to confusion. This may cause frustration and slow down your change efforts.

To reduce confusion:

Keep communication channels open. Encourage questions and feedback. Be ready to explain things multiple times in different ways.

Dealing with False Starts and Obstacles

Change rarely goes perfectly. You might face unexpected roadblocks or initial attempts that don't work out.

Common obstacles include:

Stay flexible and be prepared to adjust your plans. Learn from setbacks and use them to improve your approach. Keep your team motivated by focusing on progress, not perfection.

Don't let obstacles derail your efforts. Stay committed to your goals, but be willing to find new paths to reach them.

Roles and Responsibilities

The Knoster Model for Change relies on clear roles and effective teamwork. Leaders guide the process while engaging stakeholders and building strong teams to drive successful organizational change.

The Role of Leadership

Leaders play a crucial part in managing complex change. You, as a leader, need to create a clear vision for the change initiative. This vision helps guide your team and stakeholders through the transformation process.

Your responsibilities include:

You must also ensure that your team has the necessary skills to implement the change. If skill gaps exist, arrange training or bring in experts to fill those gaps.

Team Building and Stakeholder Engagement

Building a strong team is vital for successful change. You need to identify key players and assign roles based on their strengths and expertise. Encourage open communication and collaboration within your team.

Your team's responsibilities include:

Stakeholder engagement is equally important. You must identify all stakeholders affected by the change and involve them in the process. This helps build buy-in and reduces resistance.

Engage stakeholders by:

Remember, effective team building and stakeholder engagement are key to navigating the complexities of organizational change.

Implementing and Sustaining Change

Putting the Knoster Model into action requires a well-rounded approach. You'll need to focus on clear communication, provide training, recognize efforts, and evaluate progress to make lasting changes.

Strategic Communication

To implement change effectively, you must communicate your vision clearly. Use multiple channels like emails, meetings, and digital platforms to reach everyone. Be specific about the reasons for change and expected outcomes. Address concerns openly and honestly.

Create a communication plan that outlines key messages and timelines. Tailor your message to different groups within your organization. Use simple language and avoid jargon.

Encourage two-way communication. Set up feedback mechanisms like suggestion boxes or regular check-ins. This helps you gauge understanding and address issues quickly.

Training and Support

Equip your team with the skills they need to adapt. Assess current skill levels and identify gaps. Develop targeted training programs to bridge these gaps.

Offer a mix of learning formats. This might include workshops, online courses, or hands-on practice sessions. Make sure training is accessible and fits different learning styles.

Provide ongoing support after initial training. Set up mentoring programs or help desks. Create easy-to-use guides and resources that people can refer to when needed.

Encourage peer learning. Set up platforms where employees can share tips and best practices. This builds a culture of continuous improvement.

Recognition and Rewards System

Acknowledge efforts and celebrate successes to keep motivation high. Set up a system to recognize both individual and team achievements. This could be as simple as public praise or as formal as an awards program.

Link rewards to specific behaviors that support the change. For example, reward innovative ideas or exceptional teamwork. Make sure rewards are meaningful and valued by your team.

Use a mix of incentives to appeal to different motivations. This might include career advancement opportunities, extra time off, or small bonuses.

Be consistent and timely with recognition. Quick acknowledgment of good work reinforces positive behaviors.

Monitoring and Evaluation

Track progress to ensure your change efforts stay on course. Set clear, measurable goals at the start. Use key performance indicators (KPIs) to monitor advancement.

Collect data regularly through surveys, performance metrics, and feedback sessions. Analyze this data to identify trends and areas for improvement.

Be ready to adjust your approach based on what you learn. If certain strategies aren't working, try new ones. Flexibility is key to long-term success.

Share progress updates with your team. This keeps everyone informed and motivated. Use visual aids like dashboards or progress charts to make information easy to understand.

Assessing Change Readiness

The Lippitt-Knoster Model is a helpful tool for assessing change readiness in your organization. It highlights six key factors that contribute to successful change projects.

To evaluate your organization's readiness, consider these elements:

Start by examining each factor in your change project. Do you have a clear vision for the change? Have you identified the necessary skills your team needs?

Next, think about the incentives in place. Are there rewards for embracing the change? Check if you have enough resources to support the transition.

A well-defined action plan is crucial. Make sure you've outlined specific steps and timelines. Lastly, gauge the level of consensus among stakeholders.

Use this checklist to spot any gaps in your change readiness. If you find missing elements, focus on addressing them before moving forward.

Remember, the more prepared you are, the higher your chances of success. Regular assessments can help you stay on track and make adjustments as needed.

By using the Lippitt-Knoster Model, you can confidently approach change projects with a clear understanding of your organization's readiness.

Complex Change in Various Contexts

The Knoster Model applies to different types of transformations. It helps tackle challenges in both organizational shifts and digital upgrades. The model's elements are key for success in these complex changes.

Organizational Transformation

Organizational change is tricky. You need a clear vision for success. Without it, you'll face confusion. Make sure everyone agrees on the change. If not, you'll see resistance.

Skills are crucial too. Train your team for new roles. Lack of skills leads to anxiety. Offer incentives to motivate staff. No incentives? Expect slow progress.

Provide enough resources. Missing resources cause frustration. Lastly, create a solid action plan. No plan means false starts. Use the Complex Change Matrix to check if you have all elements in place.

Digital Transformation and Skill Gaps

Digital shifts bring unique challenges. You must address skill gaps quickly. New tech needs new abilities. Without proper training, staff feel overwhelmed.

Invest in upskilling programs. This builds confidence in your team. Make sure to align digital goals with company vision. Mixed messages lead to confusion and resistance.

Resources are key in tech upgrades. Provide the right tools and support. Lack of resources slows down progress. Set clear milestones in your action plan. This helps track digital transformation success.

Evaluating Outcomes of Change Initiatives

When you implement change using the Knoster Model, it's crucial to assess the results. You need to look at both tangible and intangible outcomes of your change initiatives.

Start by examining monetary impacts. Did the change stay within budget? Has it led to cost savings or increased revenue? These are powerful indicators of success.

Next, consider individual and team performance. You might see improvements in productivity, efficiency, or quality of work. Look for signs of personal achievement among your staff.

Don't forget about physical changes. Have you acquired new equipment or improved your workspace? These tangible outcomes can have a big impact on daily operations.

Emotional and cultural shifts are equally important. You should gauge employee satisfaction, engagement, and morale. These intangible factors can make or break a change initiative.

To evaluate effectively, use these tools:

Remember to assess both short-term and long-term impacts. Some benefits may take time to materialize.

By thoroughly evaluating outcomes, you build a strong foundation for future change projects. Use what you learn to refine your strategies and improve your change management skills.

Moving Beyond the Model

The Knoster Model provides a solid foundation, but change management requires additional strategies and skills. Successful change leaders go further by employing advanced tools, developing emotional intelligence, and fostering long-term ownership.

Advanced Strategies and Tools

To move beyond the basic Knoster Model, you can use more sophisticated approaches. Change management software helps track progress and identify bottlenecks. Create a consolidated map of stakeholders to visualize relationships and influence.

Use data analytics to diagnose issues early. This allows you to adjust your strategy before problems escalate. Implement feedback loops to gather real-time insights from employees.

Consider using agile methodologies for faster, iterative changes. This approach can help avoid the "treadmill" effect of constant change without progress.

Develop a communication plan that goes beyond simple messaging. Use storytelling techniques to make the change vision more compelling and relatable.

Cultural and Emotional Intelligence in Change

Recognizing the emotional aspects of change is crucial. Develop your emotional intelligence to better understand and address resistance to change. Pay attention to the organizational culture and how it might support or hinder your efforts.

Create safe spaces for employees to express concerns. This can help prevent negative change outcomes by addressing issues early. Use active listening techniques to show empathy and build trust.

Consider the political aspects of change within your organization. Identify influential stakeholders and gain their support. This can help overcome resistance and speed up adoption.

Celebrate small wins along the way. This boosts morale and keeps momentum going during long change processes.

For change to stick, employees need to feel a sense of ownership. Involve them in the change process from the start. Create opportunities for collaboration and co-creation of solutions.

Develop change champions within different departments. These individuals can act as advocates and help their peers navigate the change. Provide them with extra training and support.

Implement a "guiding star" program where employees can turn for help and advice. This creates a support network that extends beyond the formal change management team.

Consider how community stakeholders might be affected by your changes. Engaging them can lead to unexpected benefits and reduce external resistance.

Regularly assess the change impact and be prepared to make adjustments. Long-term success often requires flexibility and ongoing commitment.

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Knoster Model for Change: A Framework for Successful Organizational

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Change can be tricky for organizations. The Knoster Model helps make it easier. This tool breaks down complex changes into key parts.

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Why Change Fails (Lippitt-Knoster Model)

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Why Change Fails (Lippitt-Knoster Model)

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1. Lyubomirsky, S., Sousa, L., & Dickerhoof, R. (2006). The Costs and Beneÿts of Writing, Talking, and Thinking About Life's Triumphs and Defeats. Journal of Personality and Social Psychology, 90(4), 692-708. https://doi.org/10.1037/0022-3514.90.4.692

2. Manczak, E., Skerrett, K., Gabriel, L., Ryan, K., & Langenecker, S. (2018). Family Support: A Possible Buffer Against Disruptive Events for Individuals With and Without Remitted Depression. Journal of Family Psychology, 32(7), 926-935. https://doi.org/10.1037/fam0000451

3. Holahan, C., Moos, R., Holahan, C., Brennan, P., & Schutte, K. (2005). Stress Generation, Avoidance Coping, and Depressive Symptoms: A 10-Year Model. Journal of Consulting and Clinical Psychology, 73(4), 658-666. https://doi.org/10.1037/0022-006X.73.4.658

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By providing yourself with tools for processing change, you can adapt more easily.

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Best Practices for Communication (People Leader)

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Best Practices for Communication (People Leader)

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Support Change Checklist (People Leader)

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Support Change Checklist (People Leader)

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How to Become More Comfortable with Change

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How to Become More Comfortable with Change

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Where your work meets your life. See more from Ascend here.

The pace of change has increased massively in light of the pandemic. Managing it now requires a strategy akin to whitewater rafting. New and unpredictable obstacles will continue to present themselves every day - and not just for companies, but for workers themselves.

As someone entering the workforce, you should expect to face the many challenges that accompany fast-paced change. Some of you may be joining a new company, leading a new team, or reporting to a brand new boss. Others may find that the scope of your projects shift more frequently or that your pitches must be updated more often to keep up with competitors.

No matter what job or industry you pursue, you'll need to learn how to be adaptable and navigate these experiences gracefully to grow in your career. Your mindset, above all else, will have a major impact on whether you succeed.

Unfortunately, too many of us have the mindset that "change is temporary." When you see something as temporary, you tend to cope with it instead of accept it - and if you don't learn how to accept, embrace, and work through your discomfort in unfamiliar situations, you will inevitably find it difficult to progress in the rapidly evolving world of work.

Here's the good news: You can change your subconscious mindset by making a conscious effort. By learning how you think about change, you can train yourself to recognize (and avoid) the three unhelpful mindsets below. In turn, you're more likely to embrace a change-ready approach to work.

3 Common Change-Averse Mindsets

Receivers

If you typically see change as something pushed on you, you're likely a "receiver." In some situations, you might feel that the change exceeds your scope of responsibility or authority.

For example, let's say your boss and other senior leaders suddenly shift the direction of a project you have been working on for a few months. You and your teammates have done the work and see some customer-related issues with the new direction. But you are fresh at the company, and because you have a receiver mindset, you decide that the more seasoned leaders are probably right. You go along with the new direction, dumping all the work that you have done.

Change might feel "above your pay grade," and this can result in a flight response - not in a physical sense, but in terms of your own agency. Your sense of self-confidence or feelings of being in control might be shaken up.

By reacting this way, you largely abdicate your own authority. You might "look up" for direction, trusting that your boss (or their boss) will be the one to get the organization through the change.
Signs you're a "receiver"

You wait for direction from others before moving forward.

You escalate decisions, assuming they're "above my pay grade."

You accept decisions (even when you don't think they will work) to avoid questioning your boss.

In contrast, someone who is change-ready believes that everyone has their own talents and contributions to bring to the table. You might be change-ready if you want to see the decision made by the people closest to the work - which might be you.
How to shift toward a change-ready mindset:

Find a "no regret" move for you or your team to take. Figure out an action you can take that is not only consistent with the change, but also valuable in the short term.

Generate possible solutions before you take any problem to your boss.

Back up any reservations you have about a decision with data or perspectives that might not have been known or included during the original discussion.

Resistors

Resistors are less passive than receivers, but that's not necessarily a good thing. If you're a resistor, you might try to maintain your own power by pushing back against change and those who are championing it. Resistors rely on their own experience and information and try to maintain their current situation by resisting change with the belief that it will go away soon (a belief that is nearly always incorrect).

If you're a resistor, you might freeze, choose inaction, or take only the actions that you yourself can control. Resistance can take many forms: questioning the authority of the change leaders, seemingly agreeing to a change and then doing nothing, poking holes in plans as a means of delaying action, or explaining the reasons the change does not apply to you.

At the end of the day, resistors hope to wait out change. For example, consider the same situation as before - your project is given new direction by the higher-ups at your organization. As a resistor, you might start asking detailed questions about the new direction that supports the work you and your team have already done. You try to protect - and not change - the work done to date.
Signs you're a "resistor"

You bring up reasons that something cannot be done based on precedent or history.

You agree to a stated commitment, and then find reasons not to execute on it later.

You poke holes in plans as a means of avoiding or stalling action.

A change-ready person knows that the enduring success and direction of the organization is the North Star for all action. As industries change to keep pace with evolving customer needs and unexpected disruptors, the change-ready mindset looks to the positive - often customer-driven - reasons for change. Being change-ready means seeing opportunities rather than threats and finding your own motivation to change.
How to shift toward a change-ready mindset:

Explore how the proposed action or solution is different from what happened in the past. Be informed by the past - but not captured by it.

Raise your reservations at the appropriate time (team meetings, ideation sessions, or project planning). Participate in the debate to get to a better solution, see how the sausage is made, and then commit to the decision (regardless of whether it was your idea).

Ask questions that improve and encourage the solution rather than shut it down. For example, try to avoid asking things like: "How do you expect me to get all this done?" Instead, you ask: "What are the one or two most important ways I could help make this successful?"

Controllers

If you're a controller, your goal is to control change and stabilize or manage its effect around you. That means you take charge by taking the reins. You might create exhaustive lists, try to consider all the risks, and overanalyze details to give yourself a sense of control. This might sound good, but it's ultimately a fight response, because even the most well-crafted plan must eventually contend with unexpected circumstances. If you believe you've controlled change and see obstacles and missteps as failures, you might have a tendency to micromanage or even blame others for mistakes or lack of progress.

The false silver lining for controllers is that you take ownership. You believe that it's up to you to get the team, or yourself, through the change. According to our research, however, stepping up in this way does not encourage others to truly accept the change alongside you. In reality, they might step back when you step in too much - and worse, you might find change to be stressful, exhausting, and isolating because you're doing everything by yourself.

Now let's turn back to our main example. As a controller, when your boss give you new direction on a project, you likely will try to get ahead of it. To look or feel like you're more in control, you might communicate that you anticipated the change. You might even ask for detailed input for an updated plan incorporating new items that undo much of the work you and your team have done.
Signs you're a "controller"

You seek information that supports your own views or reservations.

You prefer getting detailed instructions on what to do instead of inquiring about what has been tried already and generating a brand new plan.

You discount obstacles raised by others to stick to the plan.

In contrast, adopting a change-ready mindset means understanding that everyone has their own relationship to change, and that change might impact different people in different ways. Resistance to change is a source of information - not a barrier to overcome. So get curious. Make space for varying reactions, and work with people to define what has to be true for a change to be successful. People are more committed to changes that they help define and shape. All in all, be the author of your own future.
How to shift toward a change-ready mindset:

You can bolster your own thinking and solution-generation by including people who don't think like you and will give you candid input. Workshop your idea or solution with a diverse group of colleagues to gain perspective and improve on the idea.

When a colleague or team member comes to you for help, rather than just sharing your expertise or what you would do in the situation, ask what they've already tried. Guide them to create their own solutions and workarounds by being a thought partner.

The question isn't whether you'll encounter obstacles, but how you'll handle them when you do. Will you learn, use those lessons to improve your idea or solution, and try again?

Moving to a Change-Ready Mindset

Do you consider yourself change-ready right now? Almost everyone has a predominant relationship to change that will drive their thoughts and actions, but different situations also bring out different responses. You and your team members might also see things differently than your manager does. In fact, McKinsey research indicates that 86% of leaders see themselves as role models, while just 53% of their direct reports agree.

With that in mind, here's your guiding principle: People with a change-ready mindset know that change is continuous and see it as a source of opportunity. Carol Dweck's work on the "growth mindset" comes into play here. ​​Change-ready people look at changes both big and small as opportunities for personal development, and "failed" experiments as a rich source of learning and growth. Similarly, they look for ways to break out of old ways of thinking, stay curious, and challenge the status quo.

People sometimes say that a change-ready mindset seems too good to be true. We would argue otherwise. In 2020, we saw more people step up to meet new challenges with change-readiness than ever before, adapting to new ways of working, relating, interacting, and being. Even the most change-ready people found new, more meaningful purpose in some cases. In the most tumultuous year many of us have ever experienced, change-ready people shifted and adapted with every new obstacle and opportunity to become savvier, stronger and more resilient.

To become one of them, learn to recognize the three change-averse mindsets above and course-correct so you're always heading in the right direction.

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How to Become More Comfortable with Change

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One of the most common unconscious mindsets is that "change is temporary," but when you see something as temporary, you tend to cope with it instead of accepting and embracing it. The reality is that change is a constant, and you'll need to navigate it often in your career.

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Waiting On the World to Change | John Mayer

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Waiting On the World to Change | John Mayer

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Changes | Butterfly Boucher & David Bowie

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Changes | Butterfly Boucher & David Bowie

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pop synth-driven song. Listen and make your own with Suno.

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Why do employees resist change? — Commcoterie

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What is change resistance, why do employees resist change, and what can leaders do about change resistance to ensure that every change is a success?

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TEDx: What Leaders Need to Know About Change

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TEDx: What Leaders Need to Know About Change

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What leaders need to know about change | Taylor Harrell | TEDxSDSU

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Tedx: The Inner Side of Organizational Change

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Tedx: The Inner Side of Organizational Change

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The inner side of Organizational Change: | Thijs Homan | TEDxAmsterdamED

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How to Create Positive Change in Others: The Pygmalion Effect

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Why Your Brain is Wired for Negative Thoughts & How to Change It.

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Why Your Brain is Wired for Negative Thoughts & How to Change It.

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Beyond Change Management to Conscious Change Leaderhip

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Beyond Change Management to Conscious Change Leaderhip

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Beyond Change Management to Conscious Change Leadership: Uplevel Your Change Capability with Dr. Linda Ackerman Anderson

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Break Down Change Management into Small Steps

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Break Down Change Management into Small Steps

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New research from leaders at Infosys indicates that across a variety of industries, lasting, long-term change is most effective when it occurs over a series of smaller microchanges. The authors identify three strategies for successful microchange management: Deconstruct big change into small steps, change behavior through small modifications to habits and routines, and continuously measure, learn, and evolve.

Business transformation has traditionally been associated with large, drawn-out initiatives. After the Great Recession, they became smaller, faster, and more focused, yet change management was still executed in a mostly sequential waterfall approach. The breaking point came in March 2020, when Covid-19 provided a global wakeup call that forced all companies to rethink their ability to change - and fast.

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

Change may be the only constant in today's organizations. Here's how to lead through it.

Learn More & See All Courses

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Break Down Change Management into Small Steps

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New research from leaders at Infosys indicates that across a variety of industries, lasting, long-term change is most effective when it occurs over a series of smaller microchanges. The authors identify three strategies for successful microchange management: Deconstruct big change into small steps, change behavior through small modifications to habits and routines, and continuously measure, learn, and evolve.

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Change Management Requires a Change Mindset

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Change Management Requires a Change Mindset

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Every organization of every size struggles with change in some way. While midsize companies are no exception, their size offers a competitive advantage. Unlike small companies with limited resources, or large companies saddled by bureaucracy or "this is how we do it" norms, midsize companies are in the sweet spot for rethinking how to relate to change and uncertainty effectively. Helping your team develop and strengthen their change mindset should be a priority. Team discussions about one's orientation to change could unlock hidden superpowers and create new pathways for internal mobility. This article discusses how to integrate scenario mapping into your strategic planning process to boost your "flux capacity" (your tolerance for change) and contribute to the kinds of futures you'd like to see.

Picture yourself as the CEO of a midsize company in 2019 who had a crystal ball and knew that a global pandemic would turn the world upside-down within months. What would you have done differently for your business at that time, given that knowledge?

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Change Management. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

Change may be the only constant in today's organizations. Here's how to lead through it.

Learn More & See All Courses

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Change Management Requires a Change Mindset

# data[].attributes.attachment_link.description
Every organization of every size struggles with change in some way. While midsize companies are no exception, their size offers a competitive advantage. Unlike small companies with limited resources, or large companies saddled by bureaucracy or "this is how we do it" norms, midsize companies are in the sweet spot for rethinking how to relate to change and uncertainty effectively.

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15 Things Mentally Strong People Don't Do

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15 Things Mentally Strong People Don't Do

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13 Things Mentally Strong People Don’t Do Summary of Key Ideas and Review | Amy Morin - Blinkist

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Gain a complete understanding of “13 Things Mentally Strong People Don’t Do” by Amy Morin from Blinkist. The “13 Things Mentally Strong People Don’t Do” book summary will give you access to a synopsis of key ideas, a short story, and an audio summary.