Leading When There's Too Much Change (Determining the Root Causes of Overload)

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This job aid from our TD at Work, A Toolkit for Leaders, can help you determine the root causes of change overload. Consider what contextual factors, organizational practices, and personal thought processes and behaviors are leading you and your organization to take on too much change.

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About the Authors

Kristin Cullen-Lester

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Kristin Cullen-Lester is a senior research scientist at the Center for Creative Leadership , a top-ranked, global provider of leadership education and research. Kristin leads CCL’s R&D work on network applications in leadership development. Her research focuses on relational aspects of leadership, including leader’s social networks and the role of organizational networks in shared leadership, complex collaboration, and implementing change across organizational boundaries as well as leadership in turbulent, changing workplaces.

Kristin Cullen-Lester is a senior research scientist at the Center for Creative Leadership, a top-ranked, global provider of leadership education and research. Kristin leads CCL’s R&D work on network applications in leadership development. Her research focuses on relational aspects of leadership, including leader’s social networks and the role of organizational networks in shared leadership, complex collaboration, and implementing change across organizational boundaries as well as leadership in turbulent, changing workplaces.

Bill Pasmore

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Bill Pasmore, PhD, is senior vice president and global organizational practice leader at the Center for Creative Leadership, a top-ranked, global provider of leadership education. He is also a professor of practice of organization and leadership at Columbia University and was formerly a partner at Oliver Wyman Delta Consulting, part of the MMC Corporation. He is a consultant to CEOs of global Fortune 1000 firms on change, leadership, senior teams, and organization design and is a frequent speaker at corporate events and conferences.