WORKPLACE ATTACHMENT : Managing Beneath the Surface
by James D. Grady, Victoria M. Grady, Patrick McCreesh, and Ian Noakes
How fast can your organization change? How long does it take to adopt new technology? Do things run the same when you bring in a new leader? How does the culture evolve with new acquisitions?
There is a common thread to all these questions. Workplace attachment or our instinctual (biological) response to attach to both tangible and intangible objects continuously throughout life.
Workplace Attachment: Managing Beneath the Surface provides the first comprehensive review of attachment in the workplace. We explore the biological and evolutionary roots of our attachments, explain how you can find attachment behavior in your workplace, and help you proactively understand attachment behavior with your team.
Our practical research, case studies, and story-telling will help you understand how attachment behavior impacts you, your employees, your peers and ultimately the culture of your organization. Once you understand how people attach, detach, and re-attach to objects and elements of your organization, you will be able to create real and lasting change.
Drs. Victoria (Jr.) and James (Sr.) Grady have uncovered the answers! The Pivot Point presents the verdict in two easy to read sections:
The Pivot Point provides an explanation, not an excuse, for an organizational change failure rate which has continued to hover near 70% for 15 + year.
The Pivot Point highlights the steps to measure, track, and proactively intervene to maximize change success.
THE PIVOT POINT:
Success in Organizational Change
“We believe that ‘resistance to change’ isn’t about resistance at all…The difficulty with change can be summed up in one word… attachment.”
~ Dr. Victoria M. Grady and Dr. James D. Grady
Resistance to change is often grudgingly accepted as an unavoidable challenge for organizations striving to remain competitive in the global marketplace. However, NOT ONE of the existing change methodologies has recognized, integrated, or even mentioned the true origin of the term Resistance. How can your organization avoid the 70% organizational change failure rate that has plagued change initiatives for more than 15 years? Is there an organizational change tool that will predictably and measurably improve the overall success rate?
A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, and leaders as well as scholars.
Best Practices in
Ownership and Leadership
~ Dr. Victoria M. Grady and Dr. James D. Grady
In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities.
"Family Capitalism is a practical tool that families can use. It is also backed by rigorous study, and is likely to be equally valuable to the student and researcher”
~ Denise Kenyon-Rouvinez
Director of the IMD Global Family Business Center, Switzerland
Research Article | Original Research
The Journal of the American Board of Family Medicine May 2020, 33 (3) 378-385; DOI: https://doi.org/10.3122/jabfm.2020.03.190260
This research was part of an interdisciplinary team of GMU and external researchers who collaborated on a Center for Medicaid and Medicare Services (CMS) Grant in 2017-2019. This paper is the first of a series based on this interdisciplinary research effort.
Published in the Journal of the American Board of Family Medicine.
Federal government employees exist in an environment of constant change. Large-scale reform, leadership turnover, scathing GAO reports, and new system implementation occur under the added pressure of intense media scrutiny. Federal agencies are challenged by the pace of change.
What can you do?
In this entertaining video you'll see a real-world example of how transitional objects can measurably increase change success.
(click video to play or pause)
In this enlightening interview with Dr. Victoria Grady, we learn what’s really behind our “resistance to change.”