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A quote from philosopher Lao Tzu on a backdrop of Chinese motifs. Thre include a dragon, a monkey, a bird of paradise and lotus flowers.
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The Art of Invisible Leadership in Organisational Change

October 1, 2025 / 291
“When the best leader’s work is done, the people say, ‘We did it ourselves!'” – Lao Tzu. This 2,500-year-old observation from the ancient Chinese philosopher Lao... Continue reading
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Man at the bottom of a hill is puzzling over two option. Either climb up via some small well made steps or via some rougher much bigger steps. The title reads 'Continuous Improvement vs Step-Change'.
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Continuous Improvement vs Step-Change: Which Transformation Approach Wins?

September 22, 2025 / 367
Continuous Improvement vs Step-Change: Which Transformation Approach Wins? The answer isn’t what most consultants will tell you. After more than two decades of leading organisational... Continue reading
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Are you still managing change like it’s 2005? The rules have changed.

September 18, 2025 / 336
Walk into any boardroom during a transformation initiative, and you’ll hear familiar refrains: “We need to communicate the vision better.” “People just need to understand... Continue reading
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Giant fish labelled strategy is about to eat a smaller worried-looking fish marked Culture.
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Strategy Eats Culture! (despite what you’ve been told)

September 15, 2025 / 409
Peter Drucker’s famous quote has become one of the most misapplied pieces of business wisdom in modern leadership. “Culture eats strategy for breakfast” rolls off... Continue reading
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A square divided into 4 quadrants. The horizontal axis is labelled left-to-right Overt (open expressive behaviour) to Covert (concealed behaviour). The vertical axis is labelled from top to bottom Active to Passive. For instance, the top right quadrant represents Covert-Active Resistance or Support where people conceal their active support or resistance. The diagram thus comprises 8 types of response to change.
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The 8 Responses to Change: Addressing Irrational Ideas

August 23, 2025 / 473
After analysing 615 employees across 9 organizations undergoing major change, researchers discovered something fascinating: it’s not what people DO that predicts resistance—it’s what they’re THINKING. Most... Continue reading
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Two paths 'Resist Change' and 'Embrace Change' running left to right. In the short term the Resist Change is the higher path labelled 'feels good for weeks' (smirk emoji) and the Embrace Change is lower and labelled 'Leans into Challenge' (thoughtful emoji). In the long term they cross, and Embrace Change leads on to a trophy emoji and a list of benefits. The Resist path ends in a thumbs down and list of disadvantages.
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Say Yes to the Stress! (of Change)

August 17, 2025 / 487
As leaders, we often wonder why our teams gravitate toward resisting organisational change. The uncomfortable truth is that resistance offers instant gratification. So how do... Continue reading
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The Power of Purpose: The Lego Experiment

August 13, 2025 / 658
MIT researchers conducted a fascinating experiment using LEGO building tasks to demonstrate the power of purpose. They paid people to create LEGO models under two... Continue reading
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'Before' and 'After' images - a Man smoking a cigarette and same man sucking a lollipop.
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Use a Habit to Kick a Habit: Making Change Stick

August 6, 2025 / 496
Whether you’re giving up smoking or sit-down meetings it pays to use a habit to kick a habit. In the words of the philosopher Erasmus... Continue reading
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Learn from Failure BEFORE it Happens: The Change Pre-Mortem

August 4, 2025 / 551
When I arrived at my client, they were still reeling from a failed “digital transformation.” They’d spent months planning it. The deck was flawless, the... Continue reading
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From Change Process to Change Principles. Two images side-by-side. To the left is a standard 8-step process flow diagram with a red cross daubed across it. To the right is a footpath snaking its way through mountainous terrain into the dim distance. This landscape scene is overlayed with a transparent image of a compass.
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From Change Process to Change Principles

July 30, 2025 / 530
We often treat organisational change like it’s a neat sequence of steps. But real change rarely behaves that way. It’s not a process to control;... Continue reading
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