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Change Management Resources
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Scooped by Deb Nystrom, REVELN!

Digital hives: Creating a surge around change | McKinsey

Digital hives: Creating a surge around change | McKinsey | Change Management Resources |

[Successful] "Large-scale engagement of the workforce requires...a determination by management to loosen if not relinquish its traditional top-down approach, and an ability to demonstrate how digital activities complement offline or other real-world events.


Four ways to drive change using the digital hive concepts:


1. Engaging the workforce in better strategy

Early experience suggests that better results follow when a problem is presented in stages to avoid overwhelming the participants, when a company uses volunteers rather than conscripts, when it offers training on how to think about innovation, when energy- and community-building offline events (such as workshops or weekly cafeteria sessions) supplement the online discussions, and when executives strike an authentic tone.


2. Connecting silos with a social chain

One of the biggest organizational challenges is to break siloed behavior and get employees talking to one another and cooperating across intracompany boundaries. …[What’s} promising …the “social chain”: a digital platform that …allows employees to work “out loud” online by sharing how they do things. It also encourages people who were previously isolated in part of the chain to identify areas where they depend on others and to tackle problems or bottlenecks collaboratively. 


3. Enlisting key customers to improve the proposition

KLM, the Dutch airline, has successfully used this approach to foster a stronger client-centric mind-set among its employees. The company’s executives opted for a large-scale digital dialogue between KLM and its emerging customers …involving 1,500 participants from small and midsize businesses, who generated more than 1,000 concrete ideas and 4,000 other contributions. Management and customer-facing staff from KLM Netherlands actively participated in these discussions. …It… “opened our eyes to the possibilities of social media to build a far stronger customer focus among our staff.” KLM has since become one of the airline industry’s foremost social-media exponents.


4. Uniting a dispersed sales force to drive higher sales

…[A] new network, implemented at minimal cost, puts collective expertise in the hands of each of the frontline reps, binds them more closely to the organization, and generates faster performance feedback. Within a year of the start, the company has increased cross- and upselling rates to more than 50 percent, from 4 percent, realizing an increase in gross margins of $25 million.


Leading while letting go

Digital hives involve large numbers of previously “disenfranchised” employees in setting strategy, company-wide transformations, and customer-outreach initiatives. Creating these hives requires a delicate balancing act—not least a willingness by top managers to let go. Managers should not be afraid to commit themselves explicitly to acting on the results of these initiatives and should encourage unrestrained participation, however unpredictable the consequences.

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Deb Nystrom, REVELN's insight:

The quality of conversation, or lack of it, is telling and provides insights about what is current and what is pending. McKinsey offers four solid examples of how to drive change focusing on digital “hives”—designed to solve a particular problem or set of problems as well as to build new behaviors, so they can become new habits.

This is how a culture shift can happen and sustain itself. ~ D

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Scooped by Deb Nystrom, REVELN!

Deeply fortifying: How to establish high quality connections

Deeply fortifying: How to establish high quality connections | Change Management Resources |
Disrespectful behaviour and their effects...can be changed by establishing what Dr. Dutton calls “high quality connections ”or HQCs for short.

What a way to look at a tipping point for behavioral change, from abundance instead of from deficiency.

According to researcher Jane Dutton from the University of Michigan, disrespectful engagement depletes energy and thus motivation and commitment and may lead to burnout.

In the journal Stanford Social Innovation Review, she illustrates some cases of disrespectful behaviour and their effects, and then outlines how such behaviours can be changed by establishing what she calls “high quality connections”.

These pathways are (excerpted):
  • Respectful engagement: being there ...and really listening.
  • Task enabling: help another person being successful, ...find out what other person’s goals are.
  • Building trust: making the first step that signals that you are ...trustworthy
  • Playing: inviting the other person for a kind of game
Deb Nystrom, REVELN's insight:

The cut-e ScienceBlog has captured a helpful summary of Professor Jane Dutton's 4 minute video clip and her journal article on what high quality connections are, why they are worth striving for, and the pathways to building them.

Click on the title to access the video and to listen to Jane's talk and to see the references.  ~  Deb

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Suggested by Pi Wen Looi, PhD.!

Establishing a New Normal, A Case Study via ASTD

Establishing a New Normal, A Case Study via ASTD | Change Management Resources |

Recently, the American Society for Training and Development (ASTD) changed its name.  Reactions to the name change ranged from excitementcynical, to disappointment....One thing is clear. For a major change like this—an identity change, no less—the change process could have been handled better.

 The last thing you want to happen during a transition is for employees to start a rumor mill.

Lessons learned include:

2. Get employees involved early in the change process. People who lead the change have more information and time to process the information than the majority of the organization. ....You can provide a communication channel, such as an employee survey or focus groups, to test your change concept and for your employees to provide feedback.

3. Communicate frequently. It usually takes a village and a lot of time to transition from the current state to the future state.   ...Err on the side of over-communicating because people crave accurate and timely information during a transition. The last thing you want to happen during a transition is for employees to start a rumor mill.

4. Acknowledge the old, celebrate the past, and welcome the new.

It’s important to acknowledge how past successes have led the company to its current state. You can build on the foundation of past success, acknowledge employees’ contributions, and launch for the future.

5. Establish the new normal. ...what new behaviors [are needed now?]  Establish new norms, language, and align your existing operational processes to support the new direction....companies that are growing too fast without establishing the needed infrastructure and operational processes create a lot of chaos for employees - employee engagement scores decline.

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Deb Nystrom, REVELN's insight:

What is the New Normal?  It's just part of the steps & lessons learned from this retrospective case study of a name change in a large association.  ~  Deb

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Scooped by Deb Nystrom, REVELN!

Transformational leaders and change: What's the Collective Purpose in the Process?

Transformational leaders and change:  What's the Collective Purpose in the Process? | Change Management Resources |

Transformational leaders and change:  ...If your workers won't change, maybe you should.

Through their behavior, transformational leaders, foster change as an element of education, growth, experimentation, and, ultimately, change acceptance. This bears fruit in the minds of our employees: 

  • psychological freedom,
  • engagement in the thinking parts of the job, and
  • systematic organizational approval.


..It's the human touches, combined with all the formal systems that build confidence." positive and avoid negativity, get to know people.


Transformational leaders are intuitive experts at motivating followers to see the collective purpose of their jobs. Understanding purpose should be a sought after identifier for members of any organization, whether the boss-types comprehend it or not.


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Deb Nystrom, REVELN's insight:

Rank and yank performance metrics, "human capital" jargon, cycles of reorganization, no wonder cynicism is a continuing visitor at the performance & results table.  

The psychology of modeling the change personally to build collective purpose is worth a look.  ~  Deb

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