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Rescooped by Deb Nystrom, REVELN from Best of the Best - REVELN News
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It's Compliance! Why Change Management Fails (& it’s not Resistance) Research Findings

It's Compliance! Why Change Management Fails (& it’s not Resistance) Research Findings | Change Management Resources | Scoop.it
Compliance (an individual performing the minimum effort so they do not get fired) outweighs Resistance to Change by more than a 2 to 1 margin.


The full video of the presentation is here:
https://www.youtube.com/watch?v=P_ZYYWWJ9RQ 


See Deb's companion ScoopIt posts via Change Leadership Watch here.


Deb Nystrom, REVELN's insight:

Intuitively, this will make sense to you if you've ever worked for a large organization, or even a smaller one with typical change practices.
   
This is Ron Koller's new research, presented recently at the Academy of Management meeting this fall.  Yu may resonate with what he's pointing out, often hidden in the blind spots of "tolerating" management change initiatives and practices.  ~  Deb

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Deb Nystrom, REVELN's curator insight, December 8, 2014 1:35 PM

Check out Ron Koller's research, presented recently at the Academy of Management meeting this fall.  ~  Deb

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Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned

Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned | Change Management Resources | Scoop.it

"After facing difficulties attempting to transform a group of twelve skilled people into a self-organized agile team, Ove Holmberg learned some valuable lessons on what it takes to implement agile within an organization."


Excerpts:

1. Decide if Agile Is Right for Your Organization
The agile mentor is one tool for building up this knowledge if you are not sure or need facts or success stories to support your approach.


The agile mentor...builds up your confidence as an agile manager and helps you take small agile steps toward your self-organized team and your new role as an agile manager.  ...(Get) an agile mentor early on in the project. 

2. Get Managers’ Buy-in with Data
The State of Agile Development Survey 2010 (Version One) states that the top two reasons for companies not fully adopting agile methods are: “management opposed to change” and “loss of management control.”  

3. Get an Excited Team; Get Rid of the Slackers
...I should have formed my new team. ...I discovered the biggest defect in agile: It is assumed that people, by default, are skilled, disciplined, and willing to self-organize. The real world isn’t so.  

    

Related posts by Deb:

     
      
Deb Nystrom, REVELN's insight:

Hindsight in Agile implementation tends to be a valuable change management resource or any similar change. ~ D

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Crossing Over the Change Readiness Bridge with Resistance, to Implementation

Crossing Over the Change Readiness Bridge with Resistance, to Implementation | Change Management Resources | Scoop.it

How about a step beyond the change agents and focusing on the people who matter most, frontline employees and managers, in working through change transition?


Read about the study that provides a conceptual bridge from change readiness (pre-change) to change implementation (post-change).


Related tools & posts by Deb:

         

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here,via REVELN Tools.


       

     


Deb Nystrom, REVELN's insight:

More helpful scholarly work from Ron Koller on making it through the change process, from readiness to and THROUGH implementation. - Deb

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Horror stories, language and lessons: Building Change Capability

Horror stories, language and lessons: Building Change Capability | Change Management Resources | Scoop.it

No Trust = Minimal and ineffective change - with a true horror story ERP failed implementation to bring it home.


See Daryl Conner's Change Commitment Curve for the full model.

   
In this change practitioner group's MeetUp a key question emerged:  How do you build, manage and reward trust through successful engagements and implementations of change?

   

Take the horror story shared:

   

  • a large-scale ERP implementation that with 8 hours to go until commencement of training, cancelled the training courses and disrupted delegates who were flying from across the country to attend.” The client never regained trust in the solution being delivered or the solution provider managing the change.

   

  • Lack of trust can lead to a horror story, or like with the story above, a horror story can lead to a lack of trust. 

   

_______________________
   
Lack of trust can lead to a horror story...or a horror story can lead to a lack of trust.

_______________________


Other excerpts: 

  

  • Our job is made harder by the fact that sometimes it’s best not to call change “change” and it can be difficult knowing when and who that rule applies to.

  

On language and labels, including internal change champions:

      

  • Often even they don’t want to be associated with the change by title. It’s as if labelling someone a “Change Capability Manager” or “Change Champion” gives the rest of the organisation the right to lump that person who has “change” in their title with all the stuff they’d rather not manage themselves.

Via Blue Sky Change
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