Articles, Insights, Etc.


• Why CALM? (PDF)
• Organizational Transformations – Enabling And Sustaining Change (PDF)
• Organizational Change (PDF)
• Carpe Diem - Sieze the Day


CARPE DIEM
A TREATISE ON MENTAL HEALTH EXPERIENCES by David J. Koehn


EPILOGUE

                Thirteen chapters of my mental health life laid out in front of me, naked.  From a Johari window perspective, see illustration, I have attempted to expand and expose the window which deals with what you know, and I know about me as it relates to my mental health experiences.
My h
ope is that my portrayal of my mental health experiences has been helpful.  I know it has made me more reflective and conscious of what has been and what may be in store for me.  I have been as transparent as I can be and if you read this treatise that it has made you more insightful as to those who try to seize the day but find many obstacles in their way as they try to cope with the distresses in their lives.  Carpe Diem!!
      As a side bar, my son is a creative writer and we plan on collaborating on a fictional novel based on the content of this book.  We may follow the genre of John Gresham or Steven King, not sure or quite settled yet.  I will leave that up to our future collaboration, Carpe Futurem.


Quick Links to Dr. Koehn's book
:

Carpe Diem - Chapter 1
Carpe Diem - Chapter 2
Carpe Diem - Chapter 3
Carpe Diem - Chapter 4
Carpe Diem - Chapter 5

Carpe Diem - Chapter 6

Carpe Diem - Chapter 7
Carpe Diem - Chapter 8
Carpe Diem - Chapter 9
Carpe Diem - Chapter 10
Carpe Diem - Chapter 11
Carpe Diem - Chapter 12
Carpe Diem - Chapter 13

Preview of Chapter 1:
"I woke up one morning, one which did not appear any different than usual, except my father and mother surprised us by saying that we were going to have a new baby come into our family very soon. How happy I was! Before I went to bed that night I said a little prayer for the new baby to be. I prayed: "Jesus, friend of all little children, bless them and keep them healthy, especially our new baby to be".

I said this prayer every night right up to the day the baby was born. What an exciting event, everything went well, we could not have been happier. The babies name was Kevin.

Life went on and little seemed wrong . . . .
- to continue reading, download PDF, click here or follow the links above


Organizational Transformations

Most organizations face transformational changes with some frequency. Examples include downsizing; mergers; adopting new enterprise software systems or other technology platforms; and changing markets, business models, or missions.  Such changes are “transformational” because they significantly impact an organization’s structure, processes, culture, relationships, personnel, and possibly its very existence.

Transformational changes typically generate uncertainty, fear, and resistance, which reduce workforce morale, focus, and performance.  These particular disruptive effects are social and psychological in character. As such, they are ubiquitous across organizational types and industry sectors  commercial, non-profit and academic, and government.

The field of Change Management has emerged over the last several decades to help organizations anticipate these disruptive dynamics and respond proactively to mitigate if not prevent them.  Change consultants predict problems likely to arise for particular organizations and transformations, and then prescribe strategies to address them. Change strategies typically include elements such as include targeted communication initiatives, and modifications to recruiting, training, job definition, and compensation programs.
- to continue reading, download PDF, click here

CALM – Dealing with Change Holistically and Dynamically

Guiding organizations through transformational change is a daunting task. Major changes include downsizing, mergers, or adopting new enterprise software systems. Such changes typically generate workforce uncertainty, fear, and resistance, which reduce overall morale, focus, and performance.

Businesses and government agencies alike report high failure rates in navigating transformations, even after spending considerable sums on change management consultants.  Diagnostic surveys reveal disturbingly low levels of employee trust in management, and chronic dissatisfaction with working conditions.  Unless these underlying root causes are addressed directly, management interventions to anticipate and mitigate the disruptive effects of transformational change will continue to fail.
- to continue reading, download PDF, click here


Why CALM?

Most organizations face transformational changes with some frequency. Examples include downsizing; mergers; adopting new enterprise software systems or other technology platforms; and changing markets, business models, or missions.  Such changes are “transformational” because they significantly impact an organization’s structure, processes, culture, relationships, personnel, and possibly its very existence.

Transformational changes typically generate uncertainty, fear, and resistance, which reduce workforce morale, focus, and performance.  These particular disruptive effects are social and psychological in character. As such, they are ubiquitous across organizational types and industry sectors  commercial, non-profit and academic, and government.

The field of Change Management has emerged over the last several decades to help organizations anticipate these disruptive dynamics and respond proactively to mitigate if not prevent them.  Change consultants predict problems likely to arise for particular organizations and transformations, and then prescribe strategies to address them. Change strategies typically include elements such as include targeted communication initiatives, and modifications to recruiting, training, job definition, and compensation programs.

- to continue reading, download PDF, click here