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Change Management Resources
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Scooped by Deb Nystrom, REVELN
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What VUCA Really Means for You, Getting Prepared and Agile with It

What VUCA Really Means for You, Getting Prepared and Agile with It | Change Management Resources | Scoop.it

VUCA, short for volatility, uncertainty, complexity, and ambiguity, and a catchall for “Hey, it’s crazy out there!”    It’s also misleading: VUCA conflates four distinct types of challenges that demand four distinct types of responses. That makes it difficult to know how to approach a challenging situation and easy to use VUCA as a crutch, a way to throw off the hard work of strategy and planning—after all, you can’t prepare for a VUCA world, right?
 

Actually, you can. Here is a guide to identifying, getting ready for, and responding to events in each of the four VUCA categories.

Authors:  Nathan Bennett and G. James Lemoine

Related posts by Deb:

      

   


 

Deb Nystrom, REVELN's insight:

VUCA is a term from the military, put into popular use by futurist Bob Johansen in 2010, as mentioned in his book, now in a its second edition,  Leaders Make the Future: Ten New Leadership Skills for an Uncertain World.  The quadrant model depicted, by authors  is handy for thinking through what you can learn and do to be fully prepared and agile enough for this VUCA world.  ~  Deb

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Kenneth Mikkelsen's curator insight, September 7, 8:31 AM

The world of work is increasingly volatile, uncertain, complex and ambiguous. As a result it is time to view surprises as the new normal and steady state as the exception. The difference over the past decade is the increasing speed at which leaders need to address multiple challenges, often at the same time.

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A Change Audit Reveals Blind Spots in Failing Change Initiatives

A Change Audit Reveals Blind Spots in Failing Change Initiatives | Change Management Resources | Scoop.it

Often feedback from teams via a “Change Audit” surprises the change leader who's dream is brutally subjected to a reality check of the gap between his teams’ actual involvement in the change and his perception of their participation.


How does a change leader become the victim of such “blindness?” 


Excerpted Reasons  (underlined items mine - DN):

 

1) The “organisation-focused” change leader - caught up in complex organisation diagrams – clutters of circles and rectangles – which he juggles in search of the best combination.

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...the change leader, had not looked back...the engine had forged ahead under full steam, all alone.

     

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…This manager’s collaborators had not followed him. They had allowed him to go off on his own, without really understanding him, ...And he, the change leader, had not looked back. He had failed to check – on a regular basis – whether the train cars of change were properly hitched to the engine. And the engine had forged ahead under full steam, all alone.


2) The “speeder” change leader [In one case]…driven by a powerful urge to conquer - the “Change Audit” immediately triggered his fury, so great was the gap it revealed between the positions of his closest collaborators and his own dynamism.
       

3) The “autistic” change leader Top Management …had failed to create confidence in it. …The best way to do that is to connect them solidly through real, effective and complete communication, from top to bottom and from bottom to top, involving all those concerned with the change.

   

Read the ToolBook full post here.
    
 

Related posts & tools by Deb:

     

     
    
     
Deb Nystrom, REVELN's insight:

As posted in an earlier Scoop on this stream, communication in change initiatives is usually under-resourced by a factor of four.  With this change audit approach, there is an opportunity to reconnect the cars on the change train.

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Scooped by Deb Nystrom, REVELN
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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 | Change Management Resources | Scoop.it

Many MANAGEMENT GURUS, ACADEMICS and CEOs are writing on change, yet there is a difference between theory and actual change. ...When successful change occurs, employees feel like authors not objects of change. They feel fully invested, accountable and energetic about the future, regardless of challenges.


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

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...many companies embarked on Re-engineering, Total Quality and Lean Manufacturing. However ...these approaches often failed. The energy ...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... 

 

Examples:


Scar 3: Change is head, heart and soul   Solution 3: Storytelling


Scar 4: Speed of change   Solution 4: Navigational Communications  ...navigating scenarios from many perspectives to arrive at practices and rituals that "we" all embrace


Photo:  by Daniele Oberti, Flickr CC


Deb Nystrom, REVELN's insight:

Good, practical concepts here, including the one about, "We underestimate people's need for dialogue in order to feel comfortable regarding the new changes."  In an earlier comment, I mentioned that a change colleague said we under-communicate by a factor of 4 in change projects. ~  D

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larry costello's comment, May 15, 4:11 PM
For successful change you must have engagement, there's no engagement without trust.
Brett Bearfield's comment, May 15, 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, 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.
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What is change management? (Mount Rushmore version) : Change Management Success

What is change management? (Mount Rushmore version) : Change Management Success | Change Management Resources | Scoop.it
The Mount Rushmore of Change Management
- the big four:  John Kotter, Daryl Conner, Linda Ackerman Anderson & Jeff Hiatt

From Daryl Conner, a two-part definition including:

  • Its focus in not on "what" is driving change (technology, reorganization plans, mergers/acquisitions, globalization, etc.),
  •  but on "how" to orchestrate the human infrastructure that surrounds key projects to that people are better prepared to absorb the implications affecting them. 
Deb Nystrom, REVELN's insight:

This is a clever way to make a point about the origins of Change Management, definitions and to set the context for where it has ended up today.  ~  Deb

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