Acting for Change
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Acting for Change
Progress through Social collaboration, Stakeholder Engagement, Modern leadership, Digital Tools
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Quality As A Movement For Change. Seriously?

Quality As A Movement For Change. Seriously? | Acting for Change | Scoop.it
Want to wreck the atmosphere of a friendly dinner? Speak "industrial
quality". Explain how compliance, deviation tracking and process books are
important. It's only minutes before the first guest starts yawning and
stretching. Yet, I'm moving to Quality, and I'm thrilled. It's an
overwhelming challenge. How to transform an old industrial culture, with
Quality as a catalyst for change? How to engage employees into making
quality products? How to make Quality exciting? 
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Sanofi Pasteur wins "Most Impactful Emerging or Global Initiative" for commitment to fighting Dengue Fever

Sanofi Pasteur wins "Most Impactful Emerging or Global Initiative" for commitment to fighting Dengue Fever | Acting for Change | Scoop.it
Sanofi Pasteur's global awareness programme for Dengue Fever, 'Break Dengue', was yesterday announced the winner of the 'Most Impactful Emerging or Global Initiative' category at...
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A new Change Management concept

A new Change Management concept | Acting for Change | Scoop.it
Within the last 3 years, I spend a lot of time with the theory and practical use of "Organizational Change Management". Many discussions (private and business), conferences, own pilots, many days c...
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How can I fly like an eagle when I am surrounded by turkeys?

How can I fly like an eagle when I am surrounded by turkeys? | Acting for Change | Scoop.it
Celine Schillinger's insight:

"What's the problem with employees?" - great post

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About culture change, at Enterprise 2.0 London 2014 (with images, tweets)

How can we work better? How can we change big companies, make them more effective and better places to work? Thanks Kongress Media & Agile Elephant for inviting me to share new stories at the Enterprise 2.0 Summit in London, Nov. 2014.
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Change Management is broken--here's how to fix it.

Change Management is broken--here's how to fix it. | Acting for Change | Scoop.it
Most of you are painfully aware of the dismal track record that large-scale programs have. Back in the mid-1990s John Kotter claimed that 70% of such programs fail, and virtually every survey has
Celine Schillinger's insight:
From top-down to activist-out. .From sold to invited.From managed to organic.
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Charlotte Hitchcock's curator insight, November 10, 2014 6:30 AM

Supports concept of creating passionate groups to bring about change. Bringing change from "the edge". Act before too late to benefit. #newhcvoices

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Why dissent is good for your organisation and 10 ways to foment disruption

Why dissent is good for your organisation and 10 ways to foment disruption | Acting for Change | Scoop.it
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Forget Social Networks, Think Social Impact

Forget Social Networks, Think Social Impact | Acting for Change | Scoop.it
Stop using social networks to push information. You can do much better.
Social networks with a purpose: this is a speech I gave at TEDxBedminster
in Sept. 2014. Special thanks to Fatiha, Nicholas, Martina, Caroline,
Alejandra, Richard, Stephane... and all dengue fighters across the world.
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5 Genius Ideas We Heard at TedxBedminster

5 Genius Ideas We Heard at TedxBedminster | Acting for Change | Scoop.it
The Sept. 10, 2014 TedxBedminster event brought together researchers from many professions.
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Volunteer Power

Volunteer Power | Acting for Change | Scoop.it
Volunteers decide by themselves. They can say no. That’s why “volunteer” is
a rarity in the corporate world, that loves nothing more than orderly
management of resources. Yet, they bring invaluable energy and ideas...
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Do you take the blue pill or the red pill? by Kenneth Mikkelsen | Drucker Society Europe Blog

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I Believe in the Value of Sharing

I Believe in the Value of Sharing | Acting for Change | Scoop.it
As a workplace professional, I believe strongly in the value of sharing. I'm not talking about the monetary value of a social share (which business people are keen on doing), but rather the less ta...
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Leadership: Stupid Is As Stupid Does

Leadership: Stupid Is As Stupid Does | Acting for Change | Scoop.it
I have long held to the belief that leadership exists to disrupt mediocrity. However my observation is that many in positions of leadership tend to protect the status quo (mediocrity’s best friend) at all costs.
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Anne Landreat's curator insight, December 23, 2014 5:00 PM

Here’s the thing – if leaders are stuck in the past, their organizations will be forced to travel a very rough road to the future. Leadership isn’t destination based – it’s a continuum. Great leaders think beyond the outcome. They think about what if and what’s next. They don’t get trapped in the journey to a specific destination, but remain in constant search of discovery in order to seek new and better opportunities. Anything in business can be improved, everything can be reimagined, and many things can flat out be eliminated.

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Beyond Hierarchies

Beyond Hierarchies | Acting for Change | Scoop.it
The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics.Hierarchies assume that management knows best and that the higher up the hierarchy, the more competent and knowledgeable that person is. But hierarchies are merely centralized networks. They work well when information flows mostly in one direction: down. Hierarchies are good for command and control. They are handy to get things done in small groups. But hierarchies are rather useless to create, innovate, or change. Hierarchies a
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Dr. Deming Called for the Elimination of The Annual Performance Appraisal

Dr. Deming Called for the Elimination of The Annual Performance Appraisal | Acting for Change | Scoop.it
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Bureaucracy Must Die

Bureaucracy Must Die | Acting for Change | Scoop.it
How the architecture and ideology of organizations need to change.
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Anne Landreat's curator insight, November 11, 2014 1:11 PM

Business people typically regard themselves as pragmatists, individuals who take pride in their commonsense utilitarianism. This is a conceit. Managers, no less than libertarians, feminists, environmental campaigners, and the devotees of Fox News, are shaped by their ideological biases. So what’s the ideology of bureaucrats? Controlism. Open any thesaurus and you’ll find that the primary synonym for the word “manage,” when used as verb, is “control.” “To manage” is “to control.”

Managers worship at the altar of conformance. That’s their calling—to ensure conformance to product specifications, work rules, deadlines, budgets, quality standards, and corporate policies. More than 60 years ago, Max Weber declared bureaucracy to be “the most rational known means of carrying out imperative control over human beings.” He was right. Bureaucracy is the technology of control. It is ideologically and practically opposed to disorder and irregularity. Problem is, in an age of discontinuity, it’s the irregular people with irregular ideas who create the irregular business models that generate the irregular returns.

Make no mistake: control is important, as is alignment, discipline and accountability—but freedom is equally important. If an organization is going to outrun the future, individuals need the freedom to bend the rules, take risks, go around channels, launch experiments, and pursue their passions. Unfortunately, managers often see control and freedom as mutually exclusive—as ideological rivals like communism and capitalism, rather than as ideological complements like mercy and justice. As long as control is exalted at the expense of freedom, our organizations will remain incompetent at their core.

There’s no other way to put it: bureaucracy must die. We must find a way to reap the blessings of bureaucracy—precision, consistency, and predictability—while at the same time killing it. Bureaucracy, both architecturally and ideologically, is incompatible with the demands of the 21st century.

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The "initiative" challenge

I am going to be doing a keynote at [the Enterprise 2.0 Summit London][1] at the end of the month. It is increasingly unusual for me to speak at a conference with those words in the title, or social
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Only 40% of employees really trust their bosses

Only 40% of employees really trust their bosses | Acting for Change | Scoop.it
In a new study, less than half of workers reported a willingness to accept personal risk if success depended on their supervisors.
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Celine Schillinger @ TEDxBedminster

This talk was given at a local TEDx event, produced independently of the TED Conferences. Here is an inspiring story of an actual, positive transformation po...


Via Fred Zimny
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Fred Zimny's curator insight, September 30, 2014 12:13 AM

True, it is about impact

Russell Raath's curator insight, October 10, 2014 9:55 AM

Really interesting insights from @Celine Schillingeron the impact of social networks, #dengue and #change