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Rescooped by Deb Nystrom, REVELN from Crisis, collapse and transition
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Strengths from Chaos, Uncertainty, Resistance & Stress = Antifragile

Strengths from Chaos, Uncertainty, Resistance & Stress = Antifragile | Change Leadership Watch | Scoop.it

"Nassim Taleb's third book argues that we can benefit from chaos, uncertainty, resistance and stress. In an antifragile system, randomness is your best friend."


The Lebanese-American thinker Nassim Taleb argues in his new book Antifragile that there also exist things that are the exact opposite of fragile.


Things that are not merely robust [or resilient], but beyond robustness, such that accidents and chance events tend to make them better and stronger – much like a glass that becomes harder to break every time you drop it on the floor.


You see the same phenomenon in industries where the level of competition and entrepreneurship is high. The nightlife in your city gets better for every restaurant that goes bankrupt. The bankruptcy itself is a sad event, and negative for those concerned, but the overall result of bankruptcies is to improve the quality of those that survive.


Nassim Taleb’s new word for this opposite of fragility is antifragility....


Related posts by Deb:

   




Via Philippe Vallat
Deb Nystrom, REVELN's insight:

The next post I'll be adding is how Antifragility relates to the ebb and flow in our cities and their leaders, investors in the USA.  ~  Deb

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Deb Nystrom, REVELN's comment, April 14, 2013 3:12 PM
Quite intrigued by this concept, as you already know. ~ D
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The Classic Change Commitment Curve, Daryl Conner's 8 Stages | Change Thinking

The Classic Change Commitment Curve, Daryl Conner's 8 Stages  | Change Thinking | Change Leadership Watch | Scoop.it

Many imitators, one original (from the 80's.)


Daryl Conner's Change Commitment Curve has been copied in many places.  This post clarifies the orgins of this classic, and often copied, with a word tweak or two, model.


Another rendition of it is listed in this recent blog post focused on managing resistance via Daryl Conner's 1993 book:  Managing at the Speed of Change.


Daryl's research from long ago spotted consistent patterns.  His model highlights a fairly predictable path organization members must travel when managing their own anxiety around change.


This path typically moves along the timeline:

  • Uniformed Optimism (blissful ignorance)
  • Informed Pessimism (informed anguish)
  • Checking out
  • Overt (public)
  • Covert (private)
  • Hopeful Realism (coming to terms)
  • Informed Optimism (realistic support)
  • Completion



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Rescooped by Deb Nystrom, REVELN from Innovation in Digital Higher Ed
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Highlight of SWITCH Change: Simplifying Change in Higher Ed

Highlight of SWITCH Change:  Simplifying Change in Higher Ed | Change Leadership Watch | Scoop.it

"In higher education, the role of leaders in stimulating change is severely limited by the highly decentralized structure of the institutions.  It's hard to create a sense of urgency in a sector that has seen growth decade after decade, and in which job security is relatively high."


SWITCH, is grounded in an understanding of how people actually change their behaviours. It’s a practical, methodical approach. The Heath brothers break it down into three overlapping concepts:


“Direct the rider.” Be crystal clear of what you are asking people to do differently. If you are trying to change people’s eating habits, don’t tell them to “make better food choices”. Tell them exactly which product to buy.


“Motivate the elephant.”    Stimulate the desire to change by appealing to the person’s emotions (“the elephant”) and limit the amount of change we are asking for.  Divide big changes into small, incremental steps so as to not exhaust their capacity for change.


“Shape the path.”   If, for example, we want our team to share information with each other more liberally, then we may want to reorganize the office space so that they bump into one another more often.


Via Keith Hampson PhD
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