You can look at successful change work from at least two perspectives:
  1. What are the success factors for influencing people to enter into a change?
  2. How to make a plan for the change project to have a greater chance of success?
 This section focuses on the first perspective: What is needed to bring people into change ...

You can do a lot to reduce resistance to change, but it is commitment to change that will drive it forward!
  • So how can we build a commitment to change in individuals?
It is still important and critical to correctly identify and manage the anxiety and resistance that a change arouses, but the challenge is perhaps even more in building a commitment to something new, to the change. By building a high commitment to change, it is easier to bring about the sacrifices that all change requires ...
Many experienced change leaders and researchers have developed good ideas and explanatory models for commitment, which are useful in different contexts depending on the conditions of the change project. Under the headings below, some thoughts and explanatory models are compiled.

Success factors
for Change

Different success factors for success with change, either at the individual level or in projects:
  • Six simple success factors for change from
  • Six strategies for influence and change from Grenny, Maxfield and Shimberg
  • A "change formula" from Bechard and Harris

Change with the help of Neuroscience

Neuroscience and change.
SCARF and to succeed in leading change in the conditions of the brain.
Description of what builds commitment and arouses resistance linked to five social domains: status, predictability, autonomy, belonging and justice

and engage

Different theories to motivate and build commitment to change.
  • Anders Risling's list of what builds commitment
  • Aaron Antonovski's three factors for creating commitment - KASAM
  • John P. Kotter's recommendation for change

Stronger at
strategy implementation

About strengthening an organization's ability to implement strategies.
  • How to build a stronger direction, better quality in implementation and better learning in organizations where most strategic projects seems to run out of steam