Designing Successful Change Interventions | Weatherhead School at Case Western Reserve University
Executive Education Programs

Designing Successful Change Interventions

There are indeed differences between successful and unsuccessful organizational change management efforts. A study of 237 change management and organization development projects revealed the differences between higher and lower impact projects. The findings corroborated other research that broadens the understanding of what improves the chances of successful change.

Other types of factors are also important - client readiness, accountability structure, expectations, scope and pace, hidden potential, and support features that sustain or institutionalize improvements once achieved.

Many examples exist of organizations that when faced with a crisis show dramatic bursts in performance that far exceed what they thought possible. By harnessing those “peak performance” factors and weaving them into a short-burst project design, teams can post significant gains incrementally, and use the first-hand experience to gain insight into what will be needed for the longer-term.

This program highlights three critical practices that characterize higher performing change projects. The session will also introduce a range of support factors that augment the chances of success by aligning the scope and pace of an intervention to an organization’s capacity to absorb change. In addition, the session will introduce two change methods - one a “short-burst” change methodology that delivers rapid results revealing insights into what will be needed for the longer-term; and one that shows how to release untapped organizational potential by tackling the obvious.


Learning Outcomes

As a result of attending this program, participants will:

This one day program is complemented by access to podcasts on change management consulting with Dr. Harlow Cohen and interactive real case studies.

Who Should Attend

Staff professionals responsible for facilitating change within an organization, but may not have the requisite authority or power to make it happen. These may include HR staff, OD practitioners and change agents, project or program managers, lean production coordinators, quality professionals, or internal/external consultants.


Available Discounts