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The following is a list of some of the articles written by George Neufeld, some of which have been published in refereed journals.  Some of the articles can viewed by clicking on the links at the end of the list.  Others are available upon request.




  1. Let's revolutionize embracing change: Study after study shows that only about 30% of projects involving people and change are successful. What is missing?  This article addresses this question, beginning by asking: What is it that real change leaders do to bring about changes such as being down the Berlin Wall and apartheid in South Africa?
  2. White Paper - Organizational Health:  What is it? Why is it important? Key success factors to improving it.
  3. Improving organizational health:  Improving Organizational Health requires a fresh approach to change management.
  4. Becoming And Staying Great:  This article presents a comparison of Jim Collins' contributors to "moving up" in his book Good To Great and the contributors to "falling down" in his book How The Mighty Fall.
  5. Engaging managers to be change agents:  Although the literature is voluminous on overall change management, relatively little attention has been given to engaging managers in change management.
  6. 360 Organization Feedback: Knowledge for catalyzing improved performance:360 Organization Feedback provides a sound basis to catalyze culture change, improve stakeholder relations, assess organizational performance and identify & prioritize risks.
  7. Assessing the service and value of internal service groups: Internal service groups include coordination, planning, policy, finance, human resources, communications and administrative-support groups. Many of them flourish (in size) in large organizations. Many are valuable. Others do not provide a valued service or have outlived the reasons why they were created.
  8. Co-creating new possibilities and realities: Organizations are complex and face ever changing challenges. Horizontal initiatives (in government) and joint ventures (in the private sector) are organizations that are extraordinarily complex and face extraordinary challenges due to their reporting to two or more entities that each have their own agenda.
  9. Competitive advantage: This article was published based on a chapter in an Auditor General's Report to Parliament, concerning the management of research organizations.
  10. Cross–Organizational Initiatives: This thought-piece presents challenges and best practices based on presentations at the Horizontal Policy Management Conference, Ottawa, May 29 – 30, 2006 and Traverse Group's survey of 80 Public Sector Horizontal Initiative leaders and follow-up interviews with selected leaders of Horizontal Initiatives, Spring 2006.
  11. Dealing with concerns about performance: "Coaching for commitment" and "dealing with barriers and slippage in a timely manner" are the keys to both reducing the likelihood of disappointing performance and dealing with it when it occurs.
  12. Frugal ("Jugaad") Innovation: The Economist's Special Report on Innovation in Emerging Markets (April 17-23, 2010) provided a wakeup call to "Frugal Innovation".
  13. Having the best available knowledge: Knowledge is power (for you). Much knowledge is gained from mining and analyzing information (including data). It results in identifying important insights which are referred to as business intelligence.
  14. Kick-starting the re-think: Expectations of executives in the Canadian government
  15. Leading in a micromanaged environment: Sometimes, there are micromanagers in the chain of command. They retain as much power and decision-making authority as possible. They make decisions unilaterally. The question is: What should you do? (other than change jobs).
  16. Managing Reputation Risk: Today, intangible assets can account for 70% of the value of a business. These intangible assets include, among others, brands, employee loyalty, credibility, trust and reputation. In a world that has been rocked by corporate governance and audit scandals, reputation is now more important than ever before.
  17. Mobilizing change: The genesis of change or new initiatives is often the commitment of an individual or a small group of persons. This thought-piece addresses what and how to mobilize change.
  18. Mobilizing execution: Execution has become like so many management clichés, a subject about which to write books and provide workshops. Executing is being in action, doing work, getting things done and producing results. This thought-piece provides tips for being a more effective executor (without becoming like England's former monarch, Henry VIII -- smile).
  19. Moving Forward Check-Up in a nutshell: A one page overview including the history of its origin and evolution.
  20. Social Capital: A 21st Century Business Success Factor: The concept of Social Capital was conceived and developed by sociologists. For example, Social Capital is at work when families collaborate after a disaster and a group of neighbours informally keep an eye on each other's homes.
  21. The art of organizational possibilities: This thought piece is about identifying and embracing new possibilities. We define a possibility as being more than fine-tuning what is already being done. A possibility involves fundamental change. Possibilities are like an invention or a scientific break-through. Embracing a possibility results in a transformation.
  22. The four color problem with constraints = the four color problem WITHOUT constraints: This article resolves what was a very well known, 25-year old mathematical dilemma: That even if the four color problem is solved (a problem identified in the mid 1800s), the four color problem with constraints would remain an unsolved problem (as hypothesized in the late 1940s).  Published in SIAM Journal of Applied Mathematics, Vol. 29, No. 1, 1975
  23. Transforming accountability from a noun to a verb: The Canadian Government is committed to strengthening accountability. The Treasury Board of Canada Secretariat (TBS) has developed a Management Accountability Framework (MAF) to provide deputy heads and public service managers with a list of expectations that reflect the different elements of current management responsibilities. This is a necessary element of reform but seemingly not sufficient since national newspapers continue to find initiatives for which value for money is in question.
  24. Who's the jerk?  This thought-piece is about listening. So who is the jerk? Probably the person who doesn't listen and engage in authentic dialogue with friends, family or co-workers. At some time or other, we all, unfortunately, fall into the jerk category. We're human.
  25. Why and How To Improve Engagement of Your Team: Ever thought of improving engagement of your team to help overcome challenges and contribute to your own success?
  26. Working together: "The real impact (of planned changes) will be on redefining our working relationships – this means fundamentally rethinking who we need to work with and how we achieve results" – extracted from a Deputy Minister's vision.
  27. Assessing and improving program impacts:  Top management may wish to perform a relatively quick and inexpensive, yet comprehensive and systematic, review of selected internal service groups to ensure that scarce resources are optimally deployed.

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