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Change Management Resources
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Abolishing Myths: 7 Levers to Achieve High-Performance Culture

Abolishing Myths:  7 Levers to Achieve High-Performance Culture | Change Management Resources | Scoop.it

Culture is hot. ...we have observed a markedly increasing emphasis on culture.   Case studies are how to achieve sustaining transformational change via  Boston Consulting Group


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Leaders ...want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond. 

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Leaders trying to reshape their organization’s culture are asking: How can we break down silos and become more collaborative or innovative? Others, struggling to execute strategy, are wondering: How do we reconnect with our customers or adapt more proactively to the new regulatory environment?


Leaders overseeing a major transformation want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond.


Those involved with a postmerger integration grapple with how to align the two cultures with the new operating model—and reap the sought-after synergies.


And those simply seeking operating improvements often ask: How can we become more agile? Accelerate decision making? Embed an obsession for continuous improvement throughout the organization?


Via Vicki Kossoff @ The Learning Factor
Deb Nystrom, REVELN's insight:

The Boston Group full article highlights a path through complexity, featuring, Corference Board style, a list of levers:  1) Leadership, 2) People and Development, 3) Performance Management, 4) Informal Interactions, 5) Organization Design, 6) Resources and Tools, 7) Values (beliefs, ideas, norms.)  


It reminds be very much of the venerable 7S McKinsey model that I've referenced for years that stands the test of time.  ~  D

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Keith Meyer's curator insight, June 12, 2013 6:23 PM

Transformational and Culture change in business have become the focus on how to keep an Organisation on top of it's game.

John Wade: pragmatic support for law firm leaders's curator insight, September 29, 2013 5:23 PM

Some great insights into why some organisations are better able to implement and leverage change better than others.

Harish Maru's curator insight, March 6, 2014 8:17 PM

Culture in an organisation reflects the values of the society. For example in India society is paternalistic. In business context it will result in limiting some person or group's liberty or autonomy for their own good.

 

How an Indian business organisation leverage this value to achieve high performance? It will be futile to go against this social norm.

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The Classic Change Commitment Curve, Daryl Conner's 8 Stages | Change Thinking

The Classic Change Commitment Curve, Daryl Conner's 8 Stages  | Change Thinking | Change Management Resources | Scoop.it

Many imitators, one original (from the 80's.)


Daryl Conner's Change Commitment Curve has been copied in many places.  This post clarifies the orgins of this classic, and often copied, with a word tweak or two, model.


Another rendition of it is listed in this recent blog post focused on managing resistance via Daryl Conner's 1993 book:  Managing at the Speed of Change.


Daryl's research from long ago spotted consistent patterns.  His model highlights a fairly predictable path organization members must travel when managing their own anxiety around change.


This path typically moves along the timeline:

  • Uniformed Optimism (blissful ignorance)
  • Informed Pessimism (informed anguish)
  • Checking out
  • Overt (public)
  • Covert (private)
  • Hopeful Realism (coming to terms)
  • Informed Optimism (realistic support)
  • Completion



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Change and Endings: Letting Go and Acceptance before New Beginnings

Change and Endings: Letting Go and Acceptance before New Beginnings | Change Management Resources | Scoop.it

"Successful transition through endings is a necessary skill these days. A William Bridges classic gives insights into helping endings succeed." 


This is one of my own posts on a popular summary of Bridges' work on the differences between change and transition:


  • How to help endings be successful
  • Access to a downloadable Bridges model article
  • Get the strategies list for successful endings


Excerpts:


Sometimes an ending is a major, transformative revelation for a business, such as when CEO Darwin Smith exclaimed they needed to shut down the paper mills leading the shift to a new way of doing business.  


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"It isn't the changes that do you in, it's the transitions.


...Change is external, transition is internal."  


William Bridges


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Successful endings:

   

   
  • Allow you to enter the Neutral Zone (like the Black Forest) of transitions and change, according to William Bridges
   
Read the full article here.  The downloadable model is on Deb's TOOLS page here.
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Deb Nystrom, REVELN's comment, November 24, 2012 1:02 PM
Thanks for sharing this Harry. :-)