Change Management Resources
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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, 2014 4:11 PM
For successful change you must have engagement, there's no engagement without trust.
Brett Bearfield's comment, May 15, 2014 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, 2014 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.
Scooped by Deb Nystrom, REVELN
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This is Your Brain on Change | Contributor: Carol Kinsey Goman, Ph.D. - Change Management Resources

This is Your Brain on Change | Contributor: Carol Kinsey Goman, Ph.D. - Change Management Resources | Change Management Resources | Scoop.it

New research suggests that those trouble-making, inflexible, change resistors are . . . all of us!

 

So what’s a change agent to do?
1. Make change familiar
2. Let people create change
3. KISS your communication    Your job is to help people make sense of complexity by condensing it into two or three critical goals they can understand and absorb.
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help people make sense of complexity by condensing it into two or three critical goals they can understand and absorb.
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4. Never underestimate the power of a vision

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