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Thoughts on “Collective Intelligence”

Thoughts on “Collective Intelligence” | Best of the Best - REVELN News | Scoop.it

This book summary of Collective Intelligence by Pierre Lévy begins with the premise that the prosperity of any nation or other entity depends on their ability to navigate the knowledge space, and ... knowledge space will displace the spaces of the (natural) earth, (political) territory, or (economic) commodity. 
    

Read the full ScoopIt via Agile Learning here:

http://www.scoop.it/t/agile-social-learning

 


Via Pierre Levy, Frederic DOMON, Deb Nystrom, REVELN
Deb Nystrom, REVELN's insight:

Cyberspace big thoughts, and perhaps indicating a fusion or an evolution of knowledge management in a group space.

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Philippe-Didier Gauthier's curator insight, January 12, 2014 11:21 AM

#apprenance #DemarchePortfolio : accompagner l'autre dans un espace de connaissances toujours en perpétuelles construction.

María Dolores Díaz Noguera's curator insight, January 14, 2014 4:50 AM

Great one.

Miguel Angel Perez Alvarez's curator insight, January 14, 2014 2:14 PM

Inteligencia colectiva, evolución

Best of the Best - REVELN News
Selected BEST articles on Change Leadership, Innovation, Performance, Motivation, Careers and Social Media.   Stay up on the latest news, preview the newsletter via REVELN.com/Tools/ with the option to subscribe.
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4 Leader Behaviors that drive 89% of Effectiveness. Why Org Health Matters | McKinsey

4 Leader Behaviors that drive 89% of Effectiveness. Why Org Health Matters | McKinsey | Best of the Best - REVELN News | Scoop.it

McKinsey's recent research points to a small subset of leadership skills that closely correlates with leadership success, particularly among frontline leaders.

McKinsey came up with a comprehensive list of 20 distinct leadership traits, surveyed 189,000 people in 81 diverse organizations
 around the world to assess how frequently certain kinds of leadership behavior are applied within their organizations. Finally, they divided the sample into organizations whose leadership performance was strong (the top quartile of leadership effectiveness as measured by McKinsey’s Organizational Health Index) and those that were weak (bottom quartile).
    

What McKinsey found was that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness (exhibit).

     

Four kinds of behavior account for 89 percent of leadership effectiveness.

    

  • Solving problems effectively. The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered. This is deceptively difficult to get right, yet it is a key input into decision making for major issues (such as M&A) as well as daily ones (such as how to handle a team dispute).
         
  • Operating with a strong results orientation. Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
          
  • Seeking different perspectives. ...monitors trends affecting organizations, grasps changes in the environment, encourages employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and gives the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
         
  • Supporting others. Leaders who are supportive understand and sense how other people feel. By showing authenticity and a sincere interest in those around them, they build trust and inspire and help colleagues to overcome challenges. They intervene in group work to promote organizational efficiency, allaying unwarranted fears about external threats and preventing the energy of employees from dissipating into internal conflict.

   

From McKinsey’s Organizational Health Index research:  The ...presence, at all ...levels, of talented, high-potential leaders ...is essential to create something from nothing.

While most organizations use career opportunities to motivate employees, companies in this cluster use career opportunities as a leadership-development practice. Role modeling and real experience are more important than passing along sage lessons.
   

Related leadership posts:

   
    

                                                   

Deb Nystrom, REVELN's insight:

Four leadership behaviors that drive 89 percent of the difference between strong and weak organizations is worth a CLOSE look.  ~  Deb

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Deb Nystrom, REVELN's curator insight, June 11, 2015 5:46 PM

McKinsey offers insights on where to pivot the time you put into leadership development including the 4 behaviors as well as 4 recipes associated with sustained success.  Want to create change and "something from nothing?"  
    
Then read McKinsey's take (from the Index research) on the four "distinct underlying approach to managing, including core beliefs about value creation and what drives organizational success."  ~  Deb

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HBR: What Happens When All Employees Work When They Feel Like It? Prosperity & Health?

HBR:  What Happens When All Employees Work When They Feel Like It?  Prosperity & Health? | Best of the Best - REVELN News | Scoop.it

Chopping up the total amount of work that needs to done in your firm into blocks that suit our human physiology has nothing to do with the actual work. If the total amount of work that needs to be done in a firm in one week equals 20,000 hours, it is just as arbitrary to chop that up into 500 40-hour work weeks as it is to chop it up into 800 blocks of 25 hours.
     
_______________________________
   

Leaders ....realize[d] that for skilled people disillusioned with the [traditional] employment model ...there is a strong attraction to work tailored to their individual requirements.  _______________________________
  

A five-day work week consisting of eight-hour days happens to be the social norm ...at present.  [However, consider] a company that disrupts that kind of social norm in its industry.  [It] could potentially build a momentous competitive advantage out of it.
  
An Example:    

  

Eden McCallum, from London, does strategy work much like McKinsey….with one important exception: none of its roughly 500 consultants are on the payroll. All of them work on a freelance basis. …Founders Liann Eden and Dena McCallum saw that many of their ex-McKinsey colleagues would love to continue doing some consulting work, just not full time. …for the traditional consulting firms, it was always “all or nothing”, which meant that some highly capable and motivated senior consultants would drop out of the profession altogether, or would continue but only grudgingly.

   

Eden and McCallum’s idea was: Come work for us! …They now have 12 partners in the firm who manage customer relations and secure and define new client projects. …[They’ve] built competitive advantage on unbundling the work of consultants.

     

…many companies have begun to realize that real competitive advantage is usually based on people rather than patents or products. By customizing work for its employees, Eden McCallum has begun to upend the consulting industry. If unbundling work can give a firm access to superior skills at lower prices, it could very well change your industry, too.

   
Full article:  https://hbr.org/2014/12/what-happens-when-all-employees-work-when-they-feel-like-it

 


Via Bonnie Hohhof, Deb Nystrom, REVELN
Deb Nystrom, REVELN's insight:

"New Work" thinking has been developing in the new economy and digital age for awhile.  Right now, Uber, the personal vehicle taxi service, via a "killer app," is a thorny, problematic,  but so far an successful example at the time of this writing.  
    

Historically, "New Work and New Culture" ideas and ideals have been around by the likes of Frithjof Bergman, at the University of Michigan for several decades. 
     
Another alternative view is this. also on ScoopIt:  Change in the Nature of Work: The Case For "Antiwork" and the 20 hour Work Week.   ~  Deb

 

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Deb Nystrom, REVELN's curator insight, March 2, 2015 11:29 AM

"New Work" thinking has been developing in the new economy and digital age for awhile.  Right now, Uber, the personal vehicle taxi service, via a "killer app," is a thorny but successful example at the time of this writing.  

Historically, "New Work and New Culture" ideas and ideals have been around by the likes of Frithjof Bergman, at the University of Michigan for several decades. 

Another alternative view is this. also on ScoopIt:  Change in the Nature of Work: The Case For "Antiwork" and the 20 hour Work Week  
 

"...we see the persistent belief that we can achieve 'full employment.' Rifkin showed empirically that this is nonsense, unless we create a lot of make-work, i.e., work for the sake of working. And that’s what, as a society, we seem to be doing. Everywhere you look there are stupid, pointless (and probably environmentally destructive) jobs."

 

  

What is needed are more business people and entrepreneurial saavy to create more opportunities to adapt to this new business thinking  that takes technological disruption seriously.

 

~  Deb

Deb Nystrom, REVELN's curator insight, March 2, 2015 12:47 PM

"New Work" thinking has been developing in the new economy and digital age for awhile.  Right now, Uber, the personal vehicle taxi service, via a "killer app," is a thorny but successful example at the time of this writing.  

Historically, "New Work and New Culture" ideas and ideals have been around by the likes of Frithjof Bergman, at the University of Michigan for several decades.

Another alternative view is this. also on ScoopIt:  Change in the Nature of Work: The Case For "Antiwork" and the 20 hour Work Week  
 

"...we see the persistent belief that we can achieve 'full employment.' Rifkin showed empirically that this is nonsense, unless we create a lot of make-work, i.e., work for the sake of working. And that’s what, as a society, we seem to be doing. Everywhere you look there are stupid, pointless (and probably environmentally destructive) jobs."

     

What is needed are more business people and entrepreneurial saavy to create more opportunities to adapt to this new business thinking  that takes technological disruption seriously.

 

~  Deb

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It's Compliance! Why Change Management Fails (& it’s not Resistance) Research Findings

Compliance (an individual performing the minimum effort so they do not get fired) outweighs Resistance to Change by more than a 2 to 1 margin.


Deb Nystrom, REVELN's insight:

Check out Ron Koller's research, presented recently at the Academy of Management meeting this fall.  ~  Deb

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Deb Nystrom, REVELN's curator insight, December 8, 2014 1:36 PM

Intuitively, this will make sense to you if you've ever worked for a large organization, or even a smaller one with typical change practices.
   
This is Ron Koller's new research, presented recently at the Academy of Management meeting this fall.  Yu may resonate with what he's pointing out, often hidden in the blind spots of "tolerating" management change initiatives and practices.  ~  Deb

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4 Strategies To Deal With Ambiguity, Today's New Normal

4 Strategies To Deal With Ambiguity, Today's New Normal | Best of the Best - REVELN News | Scoop.it

Excerpted:


Expect more ambiguity not just as you go up the career ladder, but as a growing workplace phenomenon. With more complexity, speed, change and competition, more decisions will have to be made with less data and certainty.


_____________________


Release yourself and your team from the prison of perfectionism. 

_____________________



Strategies to get you thinking:


1. Set expectations with your team and all stakeholders that it is an ambiguous situation you are working through. It will take time and experimentation.


2. Be clear about the problem you are trying to solve.


3. Release yourself and your team from the prison of perfectionism. 

_____________________


Run towards the lack of clarity and actively wrestle with it.

_____________________
 

[DN: The strategies below were embedded in tip #3 but deserve their own listing, because change consultants know, culture DOES trump strategy, every time.  Culture & strategy work in tandem.]

4.  Create a group culture around taking risks. Try a few small experiments. Learn, quickly course correct, and keep making progress.

Run towards the lack of clarity and actively wrestle with it. As you continue in your career, you are going to have to get good at it!

Marian Cook is currently the head of IT for a mid-market healthcare market leader of products, services and education. She leads a 100 person IT division with a major Oracle R12 implementation underway. She is currently on the Chicago's Mayor's Council of Technology.


WITI's Web site provides visitors with news, career opportunities, articles and info to empower women through technology.

Photo by by Lori Greig, Flickr


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  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.    

      

    

     

Deb Nystrom, REVELN's insight:

There are limited resources out there about to deal with ambiguity. This IT leader's points are useful in the change arena, including releasing one's own self from the "prison of perfection" - which I'd label the illusion of control.  Theory U has some good concepts for going further in dealing with ambiguity; my references are listed above.  ~  Deb

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Deb Nystrom, REVELN's curator insight, July 11, 2014 1:22 PM

There are limited resources out there about to deal with ambiguity. This IT leader's points are useful in the change arena, including releasing one's own self from the "prison of perfection" - which I'd label the illusion of control.  Theory U has some good concepts for going further in dealing with ambiguity; my references are listed above.  ~  Deb

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Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push: Professor Saras Sarasvathy > Big Think

Entreprenuers Can Be Anyone, Take Action, Deal with Failure, Push:  Professor Saras Sarasvathy > Big Think | Best of the Best - REVELN News | Scoop.it

Listen to a video of Associate Professor, Darden School of Business, at University of Virginia discussing entrepreneurial  and "effectuation", principles.


She also covers:

  • How Good Business Goes Bad
  • Innovation
  • A Little Recession  (the place of failure)
  • Business Success
  • Effectuation, the Entrepreneurial Method 
  • Seeing the World through Entrepreneurial  Glasses
  • The Entrepreneur in Us All
Deb Nystrom, REVELN's insight:
You can find articles on professor Saras Sarasvathy work, but the best was to understand her gems on thinking as an entrepreneur is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful that brings "effectuation" principles of business to life.


I listed her as the key resource in my recent presentation to the American Business Women's Association, the Maia Chapter, here:

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work


~  Deb

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Deb Nystrom, REVELN's curator insight, June 25, 2014 9:18 AM

You can find articles on professor Saras Sarasvathy work, but the best wasy to understand her is to listen to her live.  She shares a passion for entrepreneurship in her voice and expression that is helpful to experience and from which to learn.  

I listed her as the key resource in my recent SlideShare presentation:  

Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work . ~  Deb

Marie Jeffery's curator insight, June 26, 2014 8:24 AM

Great presentation on thinking like an entrepreneur, shared by Deb Nystrom.

 

www.kminstitute.org

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Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op

Doing Well by Doing Good: Michigan's Fave Food Brand Converts $50 Mil Business Into Worker-Owned Co-Op | Best of the Best - REVELN News | Scoop.it
Zingerman's Community of Businesses is a staple of Ann Arbor, and it's achieved great success through highly unorthodox practices.


The flagship deli, founded in 1982, is now just one of nine businesses in the Zingerman's Community of Businesses, which also includes a bakery, creamery, candy company, and restaurant.


These businesses are founded on a unique philosophy without traditional business hierarchy.  Zingerman's emphasize collective decision-making.  [Now] ...the company is on track to make $50 million this fiscal year.


A worker co-op is an old business model that has seen renewed interest post-recession due to a lack of investors creating jobs in communities.


Zingerman's has been focused on getting its employees to think like owners long before hard economic times.

Deb Nystrom, REVELN's insight:

As I commented originally on Change Leadership Watch:  Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Deb Nystrom, REVELN's curator insight, June 20, 2014 2:03 PM

Employees who think as owners?   What a concept - that's been around for ages, just not implemented widely.  Here's why it is working, from the article:

   

  • Open-book management:  even the lowest-level employee will work better if they know how the company is doing financially and should have a stake in its success.
        
  • Weinzweig and the 17 other partners, who act as managers, want to find a way to get employees involved in the consensus, rather than just sitting in to ask questions and offer insight. ....Essentially, that could give someone like [a] new part-time employee as much voting power as the CEO.
        
  • Weinzweig thinks that traditionally managed organizations, in which executives operate in a different sphere from their employees, "are operating with about 5% of their intellectual and creative capital, which really doesn't make sense."
    
It's a competitive, global world now, and traditional management, born out of the wide open markets of the industrial age, are no longer as competitive without the insights of all stakeholders, especially staff / employees.
    
~  Deb
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Develop your Talent, Sponsor a Workshop during International Coaching Week in May

Develop your Talent, Sponsor a Workshop during International Coaching Week in May | Best of the Best - REVELN News | Scoop.it

Experience timely, current workshop topics  during International Coaching Week ~  May 19-25, 2014  - sponsored by the International Coaching Federation (ICF) at NO CHARGE to you.

Coach Café Ann Arbor is offering to selected local leaders pro-bono workshops and coaching from some of the top coaches in the Ann Arbor and South East Michigan area (Flint and Detroit included.)
 

Why? We want to create awareness of the return on investment of coaching, as well as offering to you new educational partnerships in a win-win opportunity.  


______________________
   
We must always change, renew, rejuvenate ourselves; otherwise we harden.
~ Johann Wolfgang Von Goethe

______________________


Here’s the business case for professional coaching.  Of all clients who have engaged a coach,

  • 99% report satisfaction with the coaching experience,
  • 70% report improved work performance,
  • 80% report increased self confidence,
  • 68% individuals report financial return on investment,
  • 80% companies report financial return on investment.



For South East Michigan (Ann Arbor, Detroit, Flint), this is a win-win opportunity and fun!

Deb Nystrom, REVELN's insight:

Add freshness to your company workshops experience and coaching by local, professionals.  Contact a coach listed on the main, local website here:  http://coachcafeannarbor.weebly.com/

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Deb Nystrom, REVELN's curator insight, April 25, 2014 12:37 PM

This is a great win-win talent development opportunity for your leaders, staff and faculty.  Coach, consultant biographies are also listed on the website and on the ICF Michigan website, as well as the national site for the International Coaching Federation.

Now is a good time to reach out to one of the coaches and plan some workshops and coaching demonstrations for this special May event.   ~  Deb

Rescooped by Deb Nystrom, REVELN from The Science and Art of Motivation
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10 Ways To Do What You Don't Want To Do, with a Zen Flair

10 Ways To Do What You Don't Want To Do, with a Zen Flair | Best of the Best - REVELN News | Scoop.it

Telling yourself to suck it up and get working doesn't always go as planned. Stop avoiding the inevitable with these tricks in getting dreaded tasks...


A sample of the 10 strategies:


1. MEDITATE ON WHY YOU NEED TO DO THIS.

Instead of giving in to distraction, sit there for a minute....Dig deeper and find the good that you’re creating in the world. 


3. LET GO OF YOUR IDEAL.

Let go of the fantasy, the ideal, the expectation. And just embrace reality: this task before you, nothing else.


4. INTENTION, NOT RESULTS.

Why are you doing it? If it’s to make the life of a loved one better, then that’s your intention. That intention is true no matter what the result is. Focus on this, not what bad things might or might not happen.

    Deb Nystrom, REVELN's insight:

    This list of strategies is a meditatively-enhanced procrastination buster. Worth a read through to break through your productivity roadblocks.  ~  D

    more...
    Deb Nystrom, REVELN's curator insight, April 26, 2014 6:07 PM

    Leo Babauta's  strategies,  from his blog, Zen Habits, ring true to this neophyte meditation student for how to get past the roadblocks.  Worth a read through.  ~  D

    Rescooped by Deb Nystrom, REVELN from Change Management Resources
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    Brain Based: 4 Factors That Distinguish Change Management Successes From Failures

    Brain Based: 4 Factors That Distinguish Change Management Successes From Failures | Best of the Best - REVELN News | Scoop.it

    ...When successful change occurs, employees feel like authors not objects of change.

    _____________________

    Change only happens when we are engaged with others ...Only when our "brain-hardwiring changes" do we change.

    _____________________

    Re-engineering, Total Quality and Lean Manufacturing approaches often failed [when there was] was a top-down compliance approach...   Yet there were successes.   ...The key lies in understanding change from a brain-based perspective...change is a process "we" do together... 


    Deb Nystrom, REVELN's insight:

    See the full Scoop via Deb's: Change Management Resources here:  http://www.scoop.it/t/change-management-resources

    more...
    larry costello's comment, May 15, 2014 4:11 PM
    For successful change you must have engagement, there's no engagement without trust.
    Brett Bearfield's comment, May 15, 2014 8:10 PM
    I am not sure I fully buy into the comment that "these approaches often failed"....GE and several other companies have demonstrated progress here, I have 7 lean/black belts on my team who have been very effective in driving change in the Pharmacy. That being said, the practice (at least for us) that has proven results is getting our front line associates engaged AND ensuring that we call them by name as the people who made it possible. Good Lean professionals understand to defer the credit and watching the people grow is their reward.
    Louis Fernandez MD's comment, May 15, 2014 9:46 PM
    Engagement starts by giving all the stakeholders a say in how and what to change. Most of the questions that we are facing as an organization have the answers in the front lines. The associates that operationalize the work see where the inefficiencies, confusion, and barriers lay. They also have the best perspective to suggest how to improve the process. The storytelling that has been mentioned in the articles and the post is the vehicle to set change in motion and give it direction. Everyone like to listen to stories because they can inspire and motivate us. Why is it that the story developers are usually very removed from the front lines where the problem lives? Why do we have remote teams try to fix problems that they do not experience first hand? Think we need to answer these before we move on.
    Rescooped by Deb Nystrom, REVELN from Change Management Resources
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    What's the real finish line? Research report features Sustainability Resources for Change Success

    What's the real finish line?  Research report features Sustainability Resources for Change Success | Best of the Best - REVELN News | Scoop.it

    Organizations that are planning and resourcing for reinforcement are more likely to meet or exceed project objectives, yet only 44% reported that resources were allocated to this effort.

    ___________________
    ...we are often already moving on to the next change...reinforcement efforts can often fall
    short.
    ___________________
       

    Read more about this research report on:

    http://www.scoop.it/t/change-management-resources


    Via Deb Nystrom, REVELN
    Deb Nystrom, REVELN's insight:

    Is this obvious?  According to the research, it is not! ~ D

    more...
    Deb Nystrom, REVELN's curator insight, March 25, 2014 10:35 AM

    When planning resources for a change project, it's important to include resources to sustain the change, which is often overlooked and then becomes a part of the ubiquitous change project 70% failure rate.  

    The race is not over when reaching the early finish line of a change project's objectives.  There is a second leg of the race, a marathon finish line that is the more important for a change to truly be fully implemented:  funding sustainment and reinforcing the change as real, "yes this is a permanent" change.  


    Helping people with reinforcing systems in the new behaviors is essential.  Remember the classic William Bridges model starting with endings and then the neutral zone.  Continue to provide a solid foundation for new beginnings to fully take root.

    Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

    Deb Nystrom, REVELN's curator insight, March 25, 2014 6:25 PM
    The race is not over when reaching the early finish line of a change project's objectives.  The second leg of the race,  is a marathon finish line that is the more important for a change to truly be fully implemented:  funding sustainment and reinforcing the change as real, "yes this is a permanent" change.  


    Including resources to sustain change is often overlooked in change projects, and can becomes a part of the ubiquitous change project 70% failure rate.  

    Helping people with reinforcing systems in the new behaviors is essential.  Remember the classic William Bridges model starting with endings and then the neutral zone.  Continue to provide a solid foundation for new beginnings to fully take root. 

    Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

    Rescooped by Deb Nystrom, REVELN from Change Management Resources
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    What trumps vision & shared values, beyond corporate culture restraints

    What trumps vision & shared values, beyond corporate culture restraints | Best of the Best - REVELN News | Scoop.it

    ...There is a lot to be said for providing a shared context, shared values and a common set of behavioural guidelines. However...it is critical to ensure that the limitations of the culture are acknowledged.


    Paradoxically, it is only when these limitations are recognized that the corporate culture is most effective. [Bold in the original.]


    Here are 3 of Allon's 5 examples of behaviours that a corporate culture cannot change:
     

    • When a  culture prefers discretion to transparency, discretion will reign.
         
    • When age dictates seniority, younger managers will not be respected.
        
    • Where loyalty to boss reigns supreme, team work in the western sense will falter.


    Related tools & posts by Deb:

          

    • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.
                     
    Deb Nystrom, REVELN's insight:

    As this is attracting attention in the Change Management Resources stream, I'm sharing it in BEST of the BEST - a culture and change gem from Allon Shevat.  He will challenge, appropriately so, all the sacred cows of corporate culture and change management.


    I, for one, appreciate his dichotomy of relationships vs. process (as a process consultant myself.)  It reminds me, "it's all about relationships" everywhere, everytime.  From there you build.  Without relationship, nothing lasting will be built.  ~  D

    more...
    Deb Nystrom, REVELN's curator insight, March 16, 2014 4:09 PM

    Another culture and change gem from Allon Shevat.  He will challenge, appropriately so, all the sacred cows of corporate culture and change management.


    I, for one, appreciate his dichotomy of relationships vs. process (as a process consultant myself.)  It reminds me, "it's all about relationships" everywhere, everytime.  From there you build.  Without relationship, nothing lasting will be built.  ~  D

    Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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    Comcast’s deal with Netflix makes network neutrality obsolete

    Comcast’s deal with Netflix makes network neutrality obsolete | Best of the Best - REVELN News | Scoop.it

    Netflix has agreed to pay Comcast to deliver traffic to Comcast subscribers.


    ...Recent developments are putting the Internet's decentralized architecture in danger.  

    ______________ 

         

    ...policing whether different pipes are equally good is a much harder problem than requiring ...traffic in a single pipe be treated the same."

    ______________


    In recent months, the nation's largest residential Internet service providers have been demanding payment to deliver Netflix traffic to their own customers.

       

    • On Sunday, the Wall Street Journal reported that Netflix has agreed to the demands of the nation's largest broadband provider, Comcast. The change represents a fundamental shift in power in the Internet economy that threatens to undermine the competitive market structure that have served Internet users so well for the past two decades

        

    ...in a world where Netflix and Yahoo connect directly to residential ISPs, every Internet company will have its own separate pipe. And policing whether different pipes are equally good is a much harder problem than requiring that all of the traffic in a single pipe be treated the same. 


    Read the full post via Change Leadership Watch here:  http://www.scoop.it/t/change-leadership-vision

    Deb Nystrom, REVELN's insight:

    This is a game changer for anyone connected to digital, online media and TV, which is most of us.  It's also a great example of disruption in the market. ~ D

    more...
    Deb Nystrom, REVELN's curator insight, February 24, 2014 8:53 PM

    As Betty Davis famously said in the movie, All About Eve, "Hold on, it's going to be a bumpy night."  ~  D

    Rescooped by Deb Nystrom, REVELN from Agile Learning
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    Efficiency in Learning, Clarified with 5 Critiques: What is Flipped Learning?

    Efficiency in Learning, Clarified with 5 Critiques: What is Flipped Learning? | Best of the Best - REVELN News | Scoop.it

    ...the Flipped Learning method has created quite a stir.  Here's are responses to criticisms. 


    Dr. Eric Mazur of Harvard University [helps by providing a common] definition of what Flipped Learning is.  [It includes]..The instructor does not prepare to teach material that the class already understands.

       
    Excerpts from the  5 critiques include:     Implementing the Flipped Learning method makes me, as the teacher, much less important. 

    This could not be further from the truth! …teachers are more important than ever.
         

    Kids do not want to sit at home watching boring video lectures on the Web. …   We completely agree… …Audio and video should be used in short, five- to 10-minute segments, [with] opportunities for students to interact with the information …Jac De Haan demonstrates …how to quiz students [with YouTube videos] and provide them with immediate feedback and explanation... Ramsey Musallam …combines video clips with Google Forms to gather feedback from his students. Both of these methods can be used as part of a cycle of inquiry.

        

    Read the full post with examples via  Agile Learning here:  http://www.scoop.it/t/agile-social-learning

    Deb Nystrom, REVELN's insight:

    This post covers both a clarification of what Flipped Learning really is, as well as how to respond to common complaints about helping it work.  It demonstrates response to resistance to change in learning quite nicely, including innovative examples of what works.

    more...
    Deb Nystrom, REVELN's curator insight, February 26, 2014 2:15 PM

    Clarity is often a missing element in adapting and innovating.  This useful piece provides both clarity and examples of innovations to deal with status quo resistance to adaptive change in learning.  ~  D

    Rescooped by Deb Nystrom, REVELN from The Science and Art of Motivation
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    Bestselling "Flow" author, Csikszentmihalyi coming to UM, Ann Arbor, April 17th, 2015

    Bestselling "Flow" author, Csikszentmihalyi coming to UM, Ann Arbor, April 17th, 2015 | Best of the Best - REVELN News | Scoop.it

    Mihaly Csikszentmihalyi asks, "What makes a life worth living?"  

    He'll be in Ann Arbor offering a free, public evening lecture on Friday April 17th, 2015   (4448 East Hall, no registration required)


    5:00-5:30 PM Welcome, Introductions: Stephanie Preston 


    Topic: Curiosity and enjoyment as moderating factors in socio-cultural evolution


    5:30-6:30 PM Plenary Lecture: Mihaly Csikszentmihalyi

    Distinguished Professor of Psychology and Management at Claremont Graduate University


    From this posted TED talk with 2.6 million views, Mihaly Csikszentmihalyi asks, "What makes a life worth living?" Notes that money cannot make us happy, he looks to those who find pleasure and lasting satisfaction in activities that bring about a state of "flow."

    Deb Nystrom, REVELN's insight:

    Coming to ‪#‎AnnArbor‬ on April 17th:
     

    “The task is to learn how to enjoy everyday life without diminishing other people's chances to enjoy theirs.” ― Mihaly Csikszentmihalyi

    more...
    Deb Nystrom, REVELN's curator insight, April 1, 2015 12:37 PM

    It's great to be  able to have Csikszentmihalyi return to Ann Arbor this year.  Many follow his work for many reasons, including dealing with work stress, as work has been the cause of many a heart attack. An antidote is to hear what scholars have to tell us about happiness, choice and life.
        
    Here are several Csikszentmihalyi quotes:
        
    “Enjoyment appears at the boundary between boredom and anxiety, when the challenges are just balanced with the person's capacity to act.” 
        

    “It is better to look suffering straight in the eye, acknowledge and respect it’s presence, and then get busy as soon as possible focusing on things we choose to focus on.” 
       

    “Few things are sadder than encountering a person who knows exactly what he should do, yet cannot muster enough energy to do it. "He who desires but acts not," wrote Blake with his accustomed vigor, "Breeds pestilence.”   

    ― Flow: The Psychology of Optimal Experience


     

    Rescooped by Deb Nystrom, REVELN from Talent and Performance Development
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    Talent Wins: 4 Strategies to Ramp Up Retention

    Talent Wins: 4 Strategies to Ramp Up Retention | Best of the Best - REVELN News | Scoop.it

    Successful organizations focus on people as well as profits, built with talented staff that take action as co-owners of the business. Twenty-first century talent retention practices can build greater success in your organization. Here’s are 4 ways leaders can help this happen:

        

    1) Check your “hire smart” bench strength & compensation

    Nothing breeds success like talented staff and the ability to pay them at the going market rate.  Nothing works right if you don’t have these two basics as your foundation. It’s hard to keep the great staff you have with lower market pay, and it’s hard to succeed with staff that are sub-par for what you need, and cannot adapt to what’s needed and next for your business.  

            

    Make sure your hiring process is top-notch using behavioral and performance based questions and follow-through. Don’t hesitate to make change if staffing mistakes have been holding your business back from success.

           

    2) Tune how you give feedback, People Preference Matter First, GIVE the positive feedback. So many leaders do not do this.  Whether you are a colleague, peer leader or supervisor, 75% of people like to hear specifics about their good work, AND 25% do not. Tune what you say to your peers and direct reports to offer, in general, a 5-1 ratio of positive as well as performance improvement feedback.

        

    Based in recent research,  the 5-1 ratio  creates credible feedback that builds intrinsic motivation and high performance teams. For the other 25% make sure they have resources and your full support to develop and excel. They don’t need much more than that.

        

    3) Have performance conversations

    Performance appraisal is a relic from the 20th century industrial age. Instead, have ongoing, informal performance conversations for both groups and one on one. 

       

    4) Have a retention conversations

    Retention conversations or “stay interviews,” a term coined from research by Dr. John Sullivan, a former talent executive, happen along with regular conversation with your peers and teams. These conversations include questions like:

          

    What do you like best about working here?

    What do you consider to be the best work you’ve ever done here?

    If you could do your best work of your life, what would that be?
        

    Also see on REVELN:  

           

         

    Recent REVELN ScoopIt posts on this topic:


       
        
         
      • Stay in touch with the monthly Best of the Best news, taken from Deb’s  multi-gold award winning curation streams.  Preview it here,via REVELN Tools.

       


      Deb Nystrom, REVELN's insight:

      What makes for best practices for 21st century talent retention? Review these 4 practices to see if your organization is up-to-date. ~  Deb

          

      more...
      Deb Nystrom, REVELN's curator insight, April 1, 2015 1:13 PM

      More questions for the "stay" conversation, which can be woven into regular conversations with your staff, peers and direct reports are in the original article here.  ~  Deb

      Rescooped by Deb Nystrom, REVELN from Change Management Resources
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      Experiment, Test Organizational Change Before Going All In | HBR Perspective

      Experiment, Test Organizational Change Before Going All In | HBR Perspective | Best of the Best - REVELN News | Scoop.it

      Because, "your intuition is never enough" when adapting to change.   ...Confirmation bias and the escalation of commitment lead organizations to refrain from evaluating changes because the key decision makers feel (erroneously) that they already know that the changes are good ones. 

           

      That’s where experimental testing comes in, [to] help managers [broaden their perspective] of other possible solutions.  Link to Scoop:  http://sco.lt/6v5DOb via REVELN Change Management Resources:

      http://www.scoop.it/t/change-management-resources

       

      Deb Nystrom, REVELN's insight:

      The article lists several examples of those who have done successful experimental testing of change, including Disney and a tech support center.   Add to that Germany, a country that has gone back to a tuition free model for higher education and who tested, voluntarily, tuition models by region.  Volunteers are a great way to build early commitment and home-grown stories to support change.  

      I'm preparing to send out the monthly "Best of the Best" newsletter from my nine ScoopIt streams.  If you are interested, check out any of the "gold boxes" on REVELN.com to sign up to receive it for free. ~  Deb 

      more...
      Deb Nystrom, REVELN's curator insight, October 13, 2014 12:39 PM

      Have you tried testing, piloting, and these forms of experimenting before planning or preparing for large scale, whole system change implementation within your culture?   The article lists several examples of those who have, including Disney and a tech support center.   

      Germany, who has gone back to a tuition free model for higher education, tested, voluntarily, tuition models by region.  Volunteers are a great way to build early commitment and home-grown stories to support change.  ~  Deb 

      Rescooped by Deb Nystrom, REVELN from Change Management Resources
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      Mount Everest Shows the Danger Of Clinging To Goals: Embrace Uncertainty Like An Entrepreneur

      Mount Everest Shows the Danger Of Clinging To Goals:  Embrace Uncertainty Like An Entrepreneur | Best of the Best - REVELN News | Scoop.it

      In 1996 a disaster of historic proportion happened on the peak of Mount Everest. In the entire climbing season, 15 climbers died. Eight of those deaths took place on a single day."


      ____________________


      In the corporate world we’re often focused on achieving our goals at all costs. This eventually reaches the status of dogma.

      ____________________
           


      Journalist and mountain climber Jon Krakauer captured this story in his book “Into Thin Air;” he was on the mountain that day.
          
      Krakauer puts part of the blame on the stubbornness of a climbing guide. While there is some evidence to support this claim, most climbers are, by definition, stubborn and arrogant. Yet disasters of this magnitude are rare. 
          
      ...
      In this case the teams encountered a traffic jam at Hilary pass that slowed progression, and disregarded their turnaround time.   ...Members, however, continued on reaching the summit   ...Doug Hansen, a postal service worker from the New Zealand group, was the last to summit. While he made it to the top, the odds were against him ever coming back.

      Like seven others, he died on the descent. 

           

      ...What would it look like to embrace uncertainty?

            

      ____________________
         
      Start with your means.  Don't wait for the perfect opportunity.
         
      ____________________
            
          

      Professor Saras Sarasvathy interviewed forty-five “successful” entrepreneurs and found a disconnect between our thoughts on entrepreneurs as successfully pursuing a goal-oriented approach and reality.

          

      "An entrepreneur's ...precise endpoint was often mysterious to them, and their means of proceeding reflected this. Overwhelmingly, they scoffed at the goals-first doctrine of Locke and Latham. Almost none of them suggested creating a detailed business plan or doing comprehensive market research to hone the details of the product they were aiming to release."

        

      The most valuable skill of a successful entrepreneur...[is] the ability to adopt an unconventional approach to learning: an improvisational flexibility  [including] a willingness to change the destination itself, [using] a set of principles she calls “effectuation.”

            

       “Start with your means. Don’t wait for the perfect opportunity. Start taking action, based on what you have readily available: what you are, what you know and who you know.”

           

      A second is the “principle of affordable loss”  ...— ask how big the loss would be if you failed. So long as it would be tolerable, that’s all you need to know. Take that next step, and see what happens.

              

      “The quest for certainty blocks the search for meaning,” argued the social psychologist Erich Fromm. “Uncertainty is the very condition to impel man to unfold his powers.” Uncertainty is where things happen. It is where the opportunities — for success, for happiness, for really living — are waiting.     

      Deb Nystrom, REVELN's insight:

      As one who faithfully taught purpose, goals and work planning since the 90s, I've learned to revise my thinking post 9-11, in a global, "anti-fragile" (Taleb) age, embracing a different approach to adaptive change.  Now, it is especially important to think like an entrepreneur, to embrace uncertainty, and to get clear about how goals can also be a trap.  
          
      This piece illustrates the deadly side of goal-setting, and features one of my favorite entrepreneurial professors, Dr. Saras Saravathy - who has the research goods on how to embrace uncertainty, a bias for action, and how pushing through failure helps create entrepreneurial success.

          
      Entrepreneurial thinking is a mindset that can help all of us let go of the industrial age rigidity.  Note that GM is mentioned in the article.   It's worth pondering for what you might choose to do differently, tolerating a certain amount of uncertainty, in your own life, tonight and tomorrow.  


      ~  Deb 

      more...
      Deb Nystrom, REVELN's curator insight, June 19, 2014 4:45 PM

      As one who faithfully taught purpose, goals and work planning since the 90s, I've learned to revise my thinking post 9-11, in a global, "anti-fragile" (Taleb) age, embracing a different approach to adaptive change.  Now, it is especially important to think like an entrepreneur, to embrace uncertainty, and to get clear about how goals can also be a trap.  

          

      _______________________
         
      “A goal is not always meant to be reached, it often serves simply as something to aim at.”  

      ~ Bruce Lee
      _______________________

           

      This piece illustrates the deadly side of goal-setting, and features one of my favorite entrepreneurial professors, Dr. Saras Saravathy - who has the research goods on how to embrace uncertainty, a bias for action, and how pushing through failure helps create entrepreneurial success.

          
      Entrepreneurial thinking is a mindset that can help all of us let go of the industrial age rigidity.  Note that GM is mentioned in the article.   It's worth pondering for what you might choose to do differently, tolerating a certain amount of uncertainty, in your own life, tonight and tomorrow.  

          

      ~  Deb 

      Rescooped by Deb Nystrom, REVELN from The Science and Art of Motivation
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      Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

      Think like an Entrepreneur:  Be Anti-Fragile No Matter Where You Work | Best of the Best - REVELN News | Scoop.it

      "How do you  FRAME an approach to entrepreneurial change that helps you adapt to a business climate that continues to evolve?"


      So many things change quickly in the work world that it helps us to polish our natural abilities toward adaptive change, learning from nature as featured in the SlideShare included in this post:
       

      The five (5) FRAME concepts for this presentation are:

      1.  Fail Small, Learn Big

      2. Reinvent  Continuously,  Use an Internal  & External Mindset

      3. Anti-fragile:  “I Embrace  Randomness & the VUCA”    The Volatile, Uncertain, Complex, and Ambiguous   (See more about VUCA here.)

      4.  Multi-Networks

      5.  Entrepreneurs Create The Future



      The fifth concept about entrepreneurs creating the future is one of the most important.  Professor Saras D. Sarasvathy talks about the importance of taking action, pushing through early failure, and eventually being successful due to perseverance and effectuation, a set of principles that she teaches that does not begin with a specific goal.

      Indeed, goals sometimes trap us or limit us greatly.  Instead, effectuation uses the resources at hand and allows goals to emerge over time from the varied  imagination and diverse aspirations of an entrepreneurial founder and the people with whom they interact.

      Deb Nystrom, REVELN's insight:

      This is my own, new blog post with an included Slideshare on two favorite subjects:  Entrepreneurs and Anti-Fragile  (adapting to change, becoming more than resilient.)   See if you agree with any of the 5 concepts listed above.  Let me know what you'd like to see in any follow-up handout via the comments on the original post here.   Thanks, ~  Deb

      more...
      Deb Nystrom, REVELN's curator insight, June 25, 2014 6:06 AM

      This is my own, new blog post with an included Slideshare on two favorite topic, entrepreneurs and how to be antifragile  (adapting to change, becoming more than resilient.)   Do you agree with the 5 concepts listed above?  Let me know, along with what you'd like to see in any follow-up handout via the comments on the original post here.   Thanks, ~  Deb

      Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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      Harvard Woman Demos 3D Printed Makeup, Industry Disruption In Mind

      Harvard Woman Demos 3D Printed Makeup, Industry Disruption In Mind | Best of the Best - REVELN News | Scoop.it

      "We’re going to live in a world where you can take a picture of your friend’s lipstick and print it out," says the founder.    Grace Choi was at Harvard Business School when she realized that the makeup industry charges a huge premium on something that tech provides for free. That one thing is color."


      Color printers are available to everyone, and the ink they have is the same as the ink makeup companies use in their products. She also says the ink is FDA approved.

      She demonstrated how it works, then brushed some of the freshly-printed makeup onto her hand. 


      See the scoop via:  http://www.scoop.it/t/innovation-institutions-will-it-blend

      Deb Nystrom, REVELN's insight:

      Choi shows just how susceptible the beauty industry is to disruption with her 3D printer and company, Mink.   As email and the internet disrupted the US Postal Service and the media industry, 3D printing attracts entrepreneurs who are ready to disrupt long standing, premium priced industries like beauty products.  ~  Deb

      more...
      Deb Nystrom, REVELN's curator insight, May 6, 2014 2:21 PM

      Choi shows just how susceptible the beauty industry is to disruption with her 3D printer and company, Mink.   As email and the internet disrupted the US Postal Service and the media industry, 3D printing attracts entrepreneurs who are ready to disrupt long standing, premium priced industries like beauty products.  ~  Deb

      Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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      7 Secrets of Union Management Success with Teams, Michigan News

      7 Secrets of Union Management Success with Teams, Michigan News | Best of the Best - REVELN News | Scoop.it

      What are the 7 secrets to sustainability with teams, management and unions?  It's a “from me to we” shift and a continuous process that requires a different type of renewal annually.     



      Deb Nystrom, REVELN's insight:

      The full slideshare and photo set is here or go to:

      http://reveln.com/7-secrets-of-union-management-success-with-teams-mlma/

      more...
      Deb Nystrom, REVELN's curator insight, April 23, 2014 4:18 PM

      Sustainability means "Never check the box" (the work never finishes) along with elevating the importance of growing relationships within and among union and management leaders and the work community.

      This was one of my own recent presentations with Fenwick Koller Associates, who have made great progress in helping teamwork happen and sustain itself within very tradition-bound settings.  Let us know if you agree. 

      delhibid's comment, April 25, 2014 8:34 AM
      Hi www.delhibid.com online bidding sites, online bidding auction sites,
      Deb Nystrom, REVELN's comment, April 25, 2014 10:31 AM
      GABY, you are welcome!
      Rescooped by Deb Nystrom, REVELN from Change Management Resources
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      When Change is NOT the Right Thing for Business - Harvard Blog Perspective

      When Change is NOT the Right Thing for Business - Harvard Blog Perspective | Best of the Best - REVELN News | Scoop.it
      Ask your customers what they want.
      • Is constant adaptation always the best policy?
      • Do your customers really want you to change?
      • Will change alienate your base?
      • Will you confuse people?
      • What is the cost?
      • Will the change make you vulnerable?


      The bottom line:  "Your customers will dictate when and how much to change. Keep asking them what they want (we recommend a formal or informal audit every six months) and keep watching their behavior, since they aren’t always able to articulate their desires. Then change as they do, or just a little bit faster."

      See the full Scoop it link on Change Management Resources here:  http://www.scoop.it/t/change-management-resources
       

      Deb Nystrom, REVELN's insight:

      The 5 questions are savvy "change what" questions and highlight that change is driven by staying close to the heart and sensibilities of your customer, even if they cannot articulate what they want.  

      Henry Ford said that if he'd listened to his customers, he would have built a faster horse.  However, in one sense, that is exactly what he did. Then it was up to us to build better roads.

      Systems thinking and change, once again.   ~  Deb 

       

      more...
      Deb Nystrom, REVELN's curator insight, April 25, 2014 10:42 AM

      This change management perspective is worthy of review for any change leader or facilitator/consultant.  The 5 questions are savvy "change what" questions and highlight that change is driven by staying close to the heart and sensibilities of your customer, even if they cannot articulate what they want.  

      Henry Ford said that if he'd listened to his customers, he would have built a faster horse.  However, in one sense, that is exactly what he did.  Then it was up to us to build better roads.

      Systems thinking and change, once again.   ~  Deb 

      Rescooped by Deb Nystrom, REVELN from People Data, Infographics & Sweet Stats
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      How to be Productive, Infographic: Body, Food, Mind, Tech and More

      How to be Productive, Infographic:  Body, Food, Mind, Tech and More | Best of the Best - REVELN News | Scoop.it

      This infographic features a string of “hacks” on how to be productive with your schedule and prioritize what you need to get done.

      Deb Nystrom, REVELN's insight:

      Here's an infographic companion to the Zen approach to busting through productivity roadblocks. Check out clothes, schedule, food and mind. ~ D

      more...
      Deb Nystrom, REVELN's curator insight, May 6, 2014 3:35 PM

      From defining your "fashion uniform" to visualising your end product, there are tips here that can help, in a handy infographic.  ~  Deb

      Rescooped by Deb Nystrom, REVELN from Change Management Resources
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      Change Management featured at the KM Solutions Showcase™ in Arlington, VA - March 27, 2014

      Change Management featured at the KM Solutions Showcase™ in Arlington, VA - March 27, 2014 | Best of the Best - REVELN News | Scoop.it
      From the KM Institute…
         
      A reminder about the upcoming KM Solutions Showcase™ Conference & Expo, March 27, at the Westin Arlington
         
      The Showcase is a fun, one-day conference covering the hottest topics in Knowledge Management: Change Management, Culture Change, KM Methods; Knowledge Capture & Retention, Taxonomy/Search, and more.
          
      It's FREE for all Government and Military, and low-cost for Industry.  Located at the beautiful Westin Arlington, just two blocks from the Ballston Metro Stop.  
          
      Includes gourmet boxed lunch, prizes, vendor exhibits, materials and Happy Hour.
         
      The Agenda is set, our acclaimed Speakers are booked… and we hope you can join us!  
         
      Register soon!  Also feel free to forward to friends/colleagues who may be interested.  Groups are welcome!

      The change management track includes me:

      Deb Nystrom
      President of Reveln Consulting, Deb's expertise and service offering is three-fold: 1) Aligning Data, People, and Passion,
      2) Solutions in Change Facilitation and Leadership, and

      3) Social Media, to empower Change Leaders, consultants, and coaches, using her popular "Social Media Learning Lab" (SMLL).


      Deb will discuss how to FRAME an approach to adaptive, people-centered change and knowledge management.  
      Deb Nystrom, REVELN's insight:

      There's still time to attend this one day Knowledge Management conference in lovely Arlington, Virginia.  I'll be presenting in the Change Management track.  My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  ~  Deb

      more...
      Deb Nystrom, REVELN's curator insight, March 17, 2014 11:05 AM

      I'll be presenting at this KM conference in the change management track.   My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  

      Come join us for a good day of learning and exchange in Arlington, Virginia, near D.C.   My other speaking events are:

      Recent speaking events are here. ~  Deb 

      Deb Nystrom, REVELN's curator insight, March 17, 2014 1:24 PM

      I'll be presenting at this KM conference in the change management track.   My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  

      Come join us for a good day of learning and exchange in Arlington, Virginia, near D.C.   My other speaking events are:

      Recent speaking events are here. ~  Deb 

      Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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      Smart profits, smart values and sustainability from a bank boss who dares to be different

      Smart profits, smart values and sustainability from a bank boss who dares to be different | Best of the Best - REVELN News | Scoop.it

      Anders Bouvin is the boss of the most successful bank you've probably never heard of. And he, like the bank he runs, will challenge your preconceptions.   

          

      For starters, this African-born, Swedish chief executive of Handelsbanken's growing UK operation doesn't receive an annual bonus, ...[and] has been with the Swedish bank for 28 years.

            

      But Handelsbanken [has] remained above the fray, emerging with a balance sheet strong enough to make European banking regulators purr with delight.  …next to no marketing keeps overheads down and return on equity up.

           

      Handelsbanken
      *  Founded in 1871
      *  Has no sales or market-share targets
      *  Staff get flat salaries without bonuses
      *  Claims to have achieved higher profitability than the average of its rivals for 41 years in a row


      Read the full post on Change Leadership Watch here:

      http://www.scoop.it/t/change-leadership-vision

      Deb Nystrom, REVELN's insight:

      This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. ~ Deb

      more...
      Deb Nystrom, REVELN's curator insight, February 17, 2014 7:24 PM

      This is yet another positive example of how smart, people-centered values, with decision-making driven down the chain and low hierarchy, can drive profitability and sustainability, even in one of the most traditional industries. More information on comparisons with other business models to follow. ~ Deb


      Rescooped by Deb Nystrom, REVELN from Change Management Resources
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      Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results

      Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results | Best of the Best - REVELN News | Scoop.it

      Harold Jarche features Chee Chin Liew’s presentation  to “building flows of information into pertinent, useful and just-in-time knowledge” so that...  knowledge can flow in order to foster trust and credibility...[a] foundation of a wirearchy.

         
      ______________________
         
      In complex environments, weak hierarchies and strong networks are the best organizing principle.

          

      ______________________


      ....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions. 

          

      See the full Change Management Resources post via: http://www.scoop.it/t/change-management-resources



      Via Deb Nystrom, REVELN
      Deb Nystrom, REVELN's insight:

      Holacracies, wirearchies and feedback rich cultures are one of the key ways organizations can adapt to disruptive change, or so it is beginning to look.   It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations. like Zappos, leading the way.  ~  D

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      Helen Teague's curator insight, March 6, 2014 1:46 PM

      well worth the reading time.

      InflatableCostumes's curator insight, March 7, 2014 7:26 AM

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      Deb Nystrom, REVELN's curator insight, August 17, 2014 2:23 PM

      I just featured the called out quote above about complexity (over complicated, bureaucratic), and less hierarchy, more communication via networks in my most recent post about letting go of industrial age thinking via the command and control nature of performance appraisals.  

      Wirearchy and holacracy (think Zappos) are alternatives that embrace networked learning.  One is arguably a set of principles, the latter is an organization design approach that deemphasizes management.

      ~  Deb