Vince Chan

And for them, that's uncomfortable.

And for them, that's uncomfortable.

Now, you've written a book called The Book of Change. You also hold a doctoral degree in organizational change. So I imagine you've studied a wide range of change models. Obviously, we don't have time to go through all of them here. You probably need a full course just to do that. But I'd love to get your quick take. From your perspective and your studies, how have these models evolved over time?

Now, you've written a book called The Book of Change. You also hold a doctoral degree in organizational change. So I imagine you've studied a wide range of change models. Obviously, we don't have time to go through all of them here. You probably need a full course just to do that. But I'd love to get your quick take. From your perspective and your studies, how have these models evolved over time?

Has the way we think about change stayed more or less the same over the years? Or has it shifted drastically? Feel free to connect this with what you mentioned earlier. about employees being part of the solution? Or what happens when there is resistance, even in personal change? Has the approach to change itself changed?

Has the way we think about change stayed more or less the same over the years? Or has it shifted drastically? Feel free to connect this with what you mentioned earlier. about employees being part of the solution? Or what happens when there is resistance, even in personal change? Has the approach to change itself changed?

So let me try to recap, and you tell me if I got it right. You were saying that in modern history, starting from the 20th century, a lot of the current models still trace back to Kurt Lewin's work, the classic three-step model. And since then, most of the newer models basically follow a similar structure.

So let me try to recap, and you tell me if I got it right. You were saying that in modern history, starting from the 20th century, a lot of the current models still trace back to Kurt Lewin's work, the classic three-step model. And since then, most of the newer models basically follow a similar structure.

three, maybe five stages moving from where you are now to where you want to be with some kind of transition or shift happening in between. So would it be fair to say that even with all the new frameworks, the core idea hasn't changed all that much since Kurt Lewin?

three, maybe five stages moving from where you are now to where you want to be with some kind of transition or shift happening in between. So would it be fair to say that even with all the new frameworks, the core idea hasn't changed all that much since Kurt Lewin?

So stakeholder, basically managing the stakeholder perspective, the involvement there, their needs, their concerns. Is that what you mean?

So stakeholder, basically managing the stakeholder perspective, the involvement there, their needs, their concerns. Is that what you mean?

You have developed a new model. What's the name of it?

You have developed a new model. What's the name of it?

Yeah, I was just about to ask you about your model. You mentioned that it's built on Kurt Lewin's three-step change framework. I'm curious, how is your model different from his? or even from the other models out there. Give us an overview. How does your model work? What makes it similar to the classics? And what makes it stand out?

Yeah, I was just about to ask you about your model. You mentioned that it's built on Kurt Lewin's three-step change framework. I'm curious, how is your model different from his? or even from the other models out there. Give us an overview. How does your model work? What makes it similar to the classics? And what makes it stand out?

So back to your model mentioned is people sustained. So while it includes the classic three stages, you've also built in several other steps and actions. What are they? Can you walk us through those? How do they come together in your model?

So back to your model mentioned is people sustained. So while it includes the classic three stages, you've also built in several other steps and actions. What are they? Can you walk us through those? How do they come together in your model?

That's it for today. We've heard how Richard stumbled into consulting, survived a time-tracking nightmare, and started seeing patterns in all the wrong problems. But next, we get into the real playbook. The book of change. Why 39 steps might not be too many. and the human stuff consultants usually skip. See you in part two. Thank you so much for joining us today.

That's it for today. We've heard how Richard stumbled into consulting, survived a time-tracking nightmare, and started seeing patterns in all the wrong problems. But next, we get into the real playbook. The book of change. Why 39 steps might not be too many. and the human stuff consultants usually skip. See you in part two. Thank you so much for joining us today.