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Rescooped by Deb Nystrom, REVELN from Agile Learning
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7 Compelling Arguments for Learning & Change Success: A Whopping 47% of Influence is Peer Group

7 Compelling Arguments for Learning & Change Success:  A Whopping 47% of Influence is Peer Group | Change Management Resources | Scoop.it

"It becomes cool to participate."  Peer learning is on the rise!   This has implications for change success including events like Open Space.


Here's several attributes that connect with social & peer learning from a helpful post by Donald Clark that I'm reposting within the context of change management resources.


Peer learning has:

 

1. Powerful theoretical underpinning

  • Donald references Judith Harris’s "The Nurture Assumption," for which she received the George Miller Medal in psychology. 
  • He describes Ms. Harris' work on the psychology of learning as "brilliant (and shocking)"
  • In a deep look at the data she found something surprising: that 50% was genetic, just a few per cent parents and a whopping 47% peer group.

More:
2. Massively scalable:  Peer learning may actually be better with large classes.  That may also be transferable to Open Space and other community events like UnConferences and UnConventions (Pinterest board & blog post link.)  



3. Learning by teaching is probably the most powerful way to learn.
Peer learning involves high-order, deep-processing activity.  The teacher may actually gain more than the learner.


His post also covers 6 more points including how peer learning:

  • encourages critical thinking, 
  • has group bonding as a side effect
  • dramatic decreases drop-out rates (DN: read, engagement)
  • increases attainment of goals, ex: "It becomes cool to participate."
  • You don’t actually need any tools to get started.  
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I'll find out more about scale & Donald's other points as we engage in an Open Space peer learning event focused on the Trusted Advisor role during the ACMP 2o12 change conference in Vegas in April. (Deadline March 15th, 20o12)

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Read Donald Clark's full article here.

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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Why Traditional Business Transformation Don't Work, & A New Co-Creative Model - Innovation Playground

Why Traditional Business Transformation Don't Work, &  A New Co-Creative Model - Innovation Playground | Change Management Resources | Scoop.it

Over 60% of companies out there are operating from a dated business model. 20% are operating with a mental model that had expired more than 5 years ago.

Business transformation traditionally takes the form of unfreezing to refreezing and bridging the gaps in capabilities, mindset and performance.


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses Design Thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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