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PROFILE 12manage is a knowledge network for managers, specialists and academics about management. The members of this network are mostly senior managers (60%), as well as management specialists (20%) and management academics (20%). Our knowledge centers are referenced by ± 1,000,000 members.

Welcome to the Change Management Toolbook! This site has been around since 1997, and we remain focused on the founding vision of offering really useful and free change management content to our web visitors. This is the fourth (and we believe the best!) major revision of the website - it's a lot simpler and much prettier, and we think you will find that it is easier and quicker to get to the information you want. The changes are not limited to the "look and feel" - we've added some really good additional content, and we look forward to ongoing high-quality contributions by our growing global network of contributors.  We hope your visit will be rewarding and hope to have you as a frequent visitor!

These principles were initially derived by Elinor Ostrom, a political scientist by training, for groups that were attempting to manage common-pool resources. The fact that groups possessing these design features were capable of managing their own affairs was so new against the background of received economic wisdom that Ostrom was awarded the Nobel Prize in economics in 2009. The design principles were later generalized by David Sloan Wilson, Ostrom, and Michael Cox in two respects. First, they follow from the basic evolutionary dynamics of cooperation in all species and our own evolutionary history as a highly cooperative species. Second, because of their theoretical generality, they apply to a much broader range of human groups than those attempting to manage common-pool resources. That is why they provide a practical framework for improving the efficacy groups, which is the objective of PROSOCIAL." (http://alanhonick.com/prosocial/)

Changeologists everywhere: people who are focused on making change happen in their communities, workplaces, and organisations. It's about "what works" in enabling change in fields like sustainability, health, road safety, natural resource management and emergency management. The focus is on ways of thinking that challenge our assumptions, on innovative tools, products, and resources, and on new processes, especially those for facilitating highly diverse groups. It's a rapidly changing field, with plenty to be inspired about, and always something new.

In the second of his lectures for Saïd Business School, Clayton Christensen gives an insight into the 'panda's thumbs' of management thinking- dated practices that hinder management decision-making and the profitability of companies. He gives the examples of managers focusing too heavily on gross margins rather than net profit and refusing to reduce their production costs as a way of avoiding disruption by smaller companies. He then gives an insight his Job to be Done theory.

It's easy to confuse the merely complicated with the genuinely complex. Managers need to know the difference: If you manage a complex organization as if it were just a complicated one, you'll make serious, expensive mistakes.

Understanding the difference between complex and complicated systems is becoming important for many aspects of management and policy. With complicated problems or issues one can define the problem and strategically develop actions, time-frames and milestones along a path to success. In contrast, cause and effect are difficult to predict in complex adaptive systems. This post aims to provide more detail around these concepts as an introduction. - See more at: http://learningforsustainability.net/sparksforchange/complicated-or-complex-knowing-the-difference-is-important-for-the-management-of-adaptive-systems/#sthash.Kb2vkjsl.dpuf

Since 1996, Intelligent Management has partnered with scientists, technologists and innovation centers in North America and Europe to deliver systemic management solutions for our age of complexity. Our unique Network of Projects organizational design has been chosen to build a global platform for a digital and decentralized economy based on transparency, win-win and fair sharing of economic gains.

Collaborative Community is an enabler of transformational change in corporations, local government, social movements, and not-for-profit organisations. Wherever there are people that want to strengthen the communities they are part of, we can help. The manager trying to improve collaboration in her team. The support officer tasked with a community engagement initiative. The business owner wondering where the idea for their next product is going to come from. The environmental manager hoping to embed a culture of environmental awareness in their organisation. To these, and others, we say 'draw on our expertise and experience in fostering collaborative communities'.

To succeed, organizations must blend digital and human capabilities. BCG's diverse, global teams bring deep industry and functional expertise and a range of perspectives to spark change through leading-edge management consulting as well as data science, technology and design, digital ventures, and business purpose. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization to deliver results that help our clients thrive.

At the Design Management Institute we connect design to business, to culture, to customers-to the changing world. We bring together educators, researchers, designers, and leaders from every design discipline, every industry, and every corner of the planet. The results are transformational. Design that delivers competitive advantage. Design that raises the bar of performance, fit, and feel. Design that touches the heart and mind. Design that creates a unique and memorable bond. Design that changes the world.

The Mission of GP RED is to facilitate the creation of inter-disciplinary, innovative, practical management tools and strategies intended to enhance and promote integration of health, recreation, and land management industries through research, education, and development.

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.

The SustyContextGroup is a network of thought leaders and practitioners advancing the notion of Sustainability Context, a performance accounting principle that assesses "the performance of the organization in the context of the limits and demands placed on environmental or social resources at the sectoral, local, regional, or global level" (to quote the Global Reporting Initiative, GRI, which coined the concept in 2002). Corporate Sustainability Architect Bill Baue and Center for Sustainable Organizations Executive Director (and The MultiCapital Scorecard Co-Author) Mark McElroy co-founded the Group in early 2012 to nurture the growing global community of practice of passionate individuals and organizations who see the vital necessity of incorporating this concept in corporate sustainability measurement, management and reporting.

"The International Association for the Study of the Commons (IASC) is devoted to bringing together multi-disciplinary researchers, practitioners and policymakers for the purpose of improving governance and management, advancing understanding, and creating sustainable solutions for commons, common-pool resources, or any other form of shared resource. "

PEC primarily serves homeless families consisting of single mothers and their young children. Many of these families are headed by young mothers with little or no work experience and some history of personal or familial trauma. The work of PEC is to support these families through a complement of social services that are intended to chip away at their barriers to success. Families at PEC are supported through emergency and transitional housing, employment and job training, computer skills development, GED and workplace literacy, as well as case management and counseling services. Through its efforts, PEC enables the families it serves to achieve long-term economic and personal self-sufficiency.

Passyunk Avenue Revitalization Corporation (PARC) has a dual mission as both a non-profit real estate development/management company and a public space maintenance and enhancement organization. As a non-profit organization, PARC owns real estate primarily on the Passyunk Avenue retail corridor from Federal Street to McKean Street. With the income from these properties PARC provides supplementary public space maintenance and improvement services on Passyunk Avenue and on the surrounding residential blocks from Broad Street to 9th Street, Federal Street to Snyder Avenue.

"APPA can be applied in a variety of contexts and with a wide range of participants. Its primary value lies in its emphasis as a process of lasting engagement and dialogue among stakeholders. APPA combines the framework of Appreciative Inquiry and the tools of Participatory Learning and Action (PLA). Its objective is to find and emphasise the positive, successes and strengths as a means to empower communities, groups and organisations to plan and manage development and conservation. [It] uses the cycle of the 4D�s: Discovery, the act of appreciation: the best of what is and what gives life to the community, group or organisation; Dream, envisioning and impact: what might be, creating a positive image of a preferred future; Design, co-constructing the desired future: what should the ideal be, a process of dialogue, consensus and further inquiry; Delivery, sustaining: how to empower, learn, adjust and sustain." (Source: PPM&E Resource Portal)

Whether we are struggling to generate fresh ideas or staring at problems with no solutions in sight, the spark of creative genius often seems out of reach. In this audio lecture from Stanford Social Innovation Review's Nonprofit Management Institute, Stanford Professor Tina Seelig discusses how we can unlock our creative genius through a set of tools and conditions we each have in our control-our "innovation engine." Based on real-world examples and a dozen years of experience teaching courses on creativity and entrepreneurship in the Stanford School of Engineering, Seelig challenges traditional assumptions about creativity to show us how we can seek out the right resources and environment to fuel our innovation engines. She contends that just as the scientific method demystifies the process of discovery, there is a formal process for unlocking the pathway to innovation.