In this episode, we will discuss “Effective Organizational Change” with Dr. Eric Canny. We will examine topics such as; applied research, observable and unobservable manifestations of organizational culture, how to advocate for successful change, risk, trust, conflict, traps or errors preventing organizational change, and more!
https://episodes.castos.com/5fc108e0462768-18027408/Episode-15-Dr.-Eric-A.-Canny.mp3Dr. Eric Canny is a faculty member at the University of Southern California, Rossier School of Education.
Dr. Canny is an Educator, Entrepreneur, Faculty, Producer, and Researcher. Dr. Canny is also Founding Director and Chief Innovation Officer for the Global Risk Mitigation Foundation, a multidisciplinary business risk consultancy providing independent and objective risk assessments, compliance services, and cutting-edge risk management information.
Dr. Canny has authored articles on various international education issues, including a chapter in NAFSA’s Guide to Education Abroad, Fourth Edition. He published a chapter on “Study Abroad Retention and Student Success” in “Critical Assessment and Strategies for Increased Student Retention” (IGI Global.)
He presents globally on topics relating to international education and diversity; higher education trends and recommended practices; cultural transmission; risk assessment and mitigation; holistic large-scale program development and implementation; gap analysis; and the deployment of technology in global operations of higher educational institutions, with a particular focus on the specific needs of global processes while integrating with other systems.
Dr. Canny has been an invited delegate to the World Innovation Summit for Education, where he has presented multiple times.
Buckingham and Coffman (1999). “FIRST, BREAK ALL THE RULES: WHAT THE WORLD’S GREATEST MANAGERS DO DIFFERENTLY” London: Simon & Shuster.
Clark and Estes (2008). “Turning research into results: A guide to selecting the right performance solutions”, Information Age Pub Incorporated.
Garvin, Edmondson, and Gino (2008). “Is yours a learning organization?” Harvard Business Review 86(3): 109.
Harvey (1974). “The Abilene paradox: the management of agreement”. Organizational dynamics.
Kezar, A. (2001). “Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations”, ASHE-ERIC Higher Education Report, Volume 28, Number 4, John Wiley & Sons.
Kezar, A. (2000). “Pluralistic leadership Incorporating diverse voices.”
Kotter, J. (2007). “Leading change: Why transformation efforts fail.” Harvard Business Review 86: 97-103.
What Is Organizational Change Management?
All episodes Podcast Home Page Sign-Up! Podcast NewsWe explore effective organizational change. Along with any ERP and/or organizational change effort, comes inherent risks. Risks may exist at the onset of a project or evolve over time during the ERP organizational change lifecycle. However, as we will discuss today as Dr. Canny states “Nevertheless, there are means to minimize such risks, whether preexisting, potential, or unforeseen.”
These risks are countered in part through principle-based organizational change, advocating for appropriate organizational culture, effective change leadership, organizational learning, trust, and evidence-based inquiry.
We discuss these organizational change-based ideas and more.
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