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Scooped by Deb Nystrom, REVELN!

11 Great Change Books of 2011 | Liz Guthridge

11 Great Change Books of 2011 | Liz Guthridge | Change Leadership Watch |
Here’s my top 11 list of change books for 2011.

This is an excerpt from a recent blog post by Liz.   I know her, have interviewed her, and am pleased that she's invited me to share a panel seat with her as an organizer in the upcoming Assoc. for Change Management Practitioners (ACMP) conference in 2012 in Las Vegas in April.  

3 Books from her list of 11.  

  • “Practically Radical: Not-So-Crazy Ways to Transform Your Company, Shake Up Your Industry, and Challenge Yourself” by Bill Taylor.
  • “The Primes: How Any Group Can Solve Any Problem” by Chris McGoff.


  • “We Are All Weird” by Seth Godin.


  • “The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work” by Teresa Amabile and Steven Kramer;
  • “A Factory of One: Applying Lean Principles to Banish Waste and Improve Your Personal Performance” by Daniel Markovitz;
  • “Thinking, Fast and Slow” by Daniel Kahneman.
If you want to see her full list, her post is here.    Also, the name of our panel program/combo with Open Space is, "Success Secrets of Trusted Change Advisors." If you will be attending ACMP 2012 in Las Vegas, come check out our unique program.
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Rescooped by Deb Nystrom, REVELN from Innovation in Digital Higher Ed!

Highlight of SWITCH Change: Simplifying Change in Higher Ed

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

"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 (Managing Director, Client Innovations @Acrobatiq
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