This is one in a series of articles about the most effective models, methods, and processes of organization development (OD), also known as change management, a discipline that offers much to professionals intent on solving real-world problems. Because it is based on a systemic view of organizations, OD includes the whole universe of fuzzy people issues that increasingly determine the success or failure of efforts to implement otherwise flawless technical solutions. This article examines project success rates, suggests reasons for project failure, and provides ideas for dramatically improving the odds of project success based on established change management principles and processes.

This is another in a series of articles about some of the most effective models, methods, and processes of organization development (OD), also known as change management, a discipline that offers much to professionals intent on solving real-world problems. Because it is based on a systemic view of organizations, OD includes the whole universe of fuzzy people issues that increasingly determine the success or failure of efforts to implement otherwise flawless technical solutions. This article examines the increasingly important set of personal abilities known as soft skills. The primary focus is on how modern change management principles and practices can facilitate the development of soft skills, such as self-awareness, communication, collaboration, and leadership.

No abstract

Organizational leaders in the 21st century face relentless changes in the business environments in which they operate. The diversity, intensity, and rapidity of these changes create volatility, uncertainty, complexity, and ambiguity (VUCA), which challenge leaders on ways to lead effectively as existing methods prove inadequate. The problem in this study was that of inadequate leader preparedness to lead and win in VUCA environments. The purpose of this hermeneutic phenomenological study was to explore the lived experiences of 15 Nigerian corporate executives about their VUCA business environment and the strategies they employed for VUCA-readiness and success using open-ended interview questions. The conceptual framework guiding this study was a combination of chaos theory and complexity leadership theory. Through Ricoeur’s theory of interpretation, member checking, and contextual triangulation, 11 key themes emerged to highlight key coping and readiness strategies for leaders operating in turbulent environments. The key recommendations for practice are to inculcate VUCA-readiness and organizational resilience principles in line with this study’s findings. The study findings may contribute to positive social change in providing strategies for organizational sustainability, firm success, business readiness, responsive leadership, and enhanced employee well-being.

No abstract