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November 10, 2013 by tragan

For real and lasting change, build in “drip-feeding”

Last weekend, I spent my Sunday facilitating a fairly large not-for-profit board of a national association. My remit was two-fold; first, to help them develop an action plan for a major internal (mandatory) initiative spanning about 10 months, and ... [Continue Reading]

Filed Under: Transforming yourself Tagged With: Board of directors, Business, Consulting, Management, Nike, Organizational Change, Real Change, Sunday

April 11, 2013 by tragan

Are you a reluctant change agent?

A few days ago I was in Maryland visiting with some good friends. We had a thoughtful discussion about "change", in which they suggested that most people are forced through circumstances to deal with all kinds of change. Family issues. Career ... [Continue Reading]

Filed Under: Transforming yourself Tagged With: Business, Change Agent, Consulting, Environment, Management, Organizational Change

March 18, 2013 by tragan

What makes an effective change agent?

I've been mulling this question over for some time now, partly as (one of many) ways of continually improving my own articulation of my value proposition and brand as a "change guy".  Here's my short list for how one should approach a potential ... [Continue Reading]

Filed Under: Transforming yourself Tagged With: Business, Change management, Conversation, Darwinism, Management, Organizational Change, Social group, Solution

December 18, 2012 by tragan

The psychology of change

Several months ago I was lucky enough to stumble across a great blog which I started to subscribe to.  PSYBLOG (written by researcher Jeremy Dean studying in the UK) is chock full of interesting studies and findings about how we really work. In ... [Continue Reading]

Filed Under: Transforming yourself Tagged With: Business, Dunning–Kruger effect, Management, Organizational Change, Psyblog, System justification

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“I thought I would let you know, that Information Meetings, as developed by CC, have become a very effective instrument in my business of selling management consulting to CEOs. Originally, using the traditional approach of calling or emailing a CEO on saying how much we could help them and how greatly they would benefit, I got a polite ‘not interested’ time after time, if not a downright refusal to even talk with me on the phone. Now using the Information Meeting approach, I make a connection almost all of the time.” – B.C.

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