Change Management Resources
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Change Management Resources
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Scooped by Deb Nystrom, REVELN!

3 Things to Know About Increasing the Productive Change Power of Networks and Wirearchy

3 Things to Know About Increasing the Productive Change Power of Networks and Wirearchy | Change Management Resources |

"...competitive advantage is no longer the sum of all efficiencies but the sum of all connections. To win in today’s connected economy, you need to deepen and widen networks."


...small world networks...form naturally. The best way to build them is to stop inhibiting them.



1. Networks Are Usually Not Random, But Structured

 Small world networks are very powerful because they manage information incredibly well.  ...they shrink distance, so connections feel very local, but also scale globally.  Just by getting in touch with a friend who, in turn, calls another friend, you are actually sorting through thousands of small, coherent groups with important information.

 ...small world networks...are essentially organic and form naturally. The best way to build them is to stop inhibiting them.  In a study of Silicon Valley firms, ....a law curbing non-compete agreements [was found to enhance] connectivity and innovation in the industry.

 2. Social Networks Can Be Quantified And Mathematically Analyzed network analysis techniques have become highly advanced...  these techniques became highly publicized when it leaked out that the NSA was using metadata to map terrorist networks, but in reality the agency has been using social network analysis since at least 2001. After 9/11, it was able to publicly release not only the identities of the hijackers, but their leadership structure as well. business...Valdis Krebs of Orgnet ...advises firms to look beyond the hierarchy represented in organizational charts and focus on the “wirearchy” of informal relationships...yielding practical results. In one case, he used network analysis to help a firm integrate after a merger. In another, his analysis identified crucial subject matter experts that were planning retirement and helped his client take steps to alleviate the damage.

3. Network Structure Determines Organizational Performance

In a study of Broadway plays, researchers found that if the cast and crew had never worked together before, performance suffered.  The more preexisting relationships, the better the plays did—up to a point—and then performan...ce would decline. 


MIT’s Sandy Pentland ...develop[ed] a wearable device ... the sociometer, which tracks human interactions in everyday environments. He’s found that even tracking the amount—not the content—improv[es] productivity. a call center, he advised management to schedule working groups to take breaks together, ...and increased productivity by $15 million. In other settings, [simply] increasing the length of lunch tables—to encourage more mixing—made for measurable gains.

As always in our ScoopIt news, click on the photo, video or title to see the full version of the Scooped post.


Related posts by Deb:





Deb Nystrom, REVELN's insight:

The nuances of networks and communication can make a LARGE difference in productivity.  The answer to the age-old, "Can't we just get along?" is yes, with some increased attention to what improves productivity in teams and groups, and a little less obsession with metrics and measurement of individuals.  ~  Deb

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Scooped by Deb Nystrom, REVELN!

Got a Metrics Fetish? Welcome to Alienation of Work

Got a Metrics Fetish? Welcome to Alienation of Work | Change Management Resources |

"Karl Marx created very sophisticated theories of labor value already in 19th century. His view was that capitalistic system will lead to alienation of work. Of course his writings reflected his time..." 


...Specialization” ...It is the only thing that can happen.


Excerpts from the post:  

As the company grows and more people are joining in the cooperative processes of product-making, only option to grow is the work division, specialization.

This is needed because of two things: 

  • first of all there are new skills that are needed, 
  • secondly people need to have time to grow their expertise on these matters. 
[It is] specialization” ...It is the only thing that can happen. There will be different functions like marketing, R & D, logistics > inside these functions there are further divisions...

The diagram on this post is of how a software organization might look like from the point of view of alienation.


Alienation means less dependence to the actual results of the work and more dependence on the abstract knowledge.


Click the post title to read the full post.

Related posts by Deb:
Deb Nystrom, REVELN's curator insight, March 5, 2013 3:41 PM

"It is curious how often you humans manage to obtain that which you do not want."    ~ Spock in 'Errand of Mercy'

Cultural factors and practices, including possible Organization Development (OD) activities like Open Space and Whole Scale Change conferences may help organizations regain creativity and connection to vision and meaning **WITH** metrics. Some companies can do it and hold on to the alignment. 

Many have it for awhile, then lose it. SouthWest Airlines, for example, has been touted recently as perhaps losing sight of what has made them so unique and resilient in a VERY tough industry.

Steelcase, a 100+ year company, continues to reinvent and renew itself. Building something tangible and taking pride in it is probably a major factor, no matter what your role is in the company. Working in the finance industry, being distanced through numbers in ways more than in a typical company, perhaps not so much, being able to grab ahold of the meaning and hold on.   ~ Deb

PS:  I've listed this post on Change Management Resources as well.

Rescooped by Deb Nystrom, REVELN from Change Leadership Watch!

5 Factors and Tools to Predict Change Success, AKA Adoption of Your Business Initiative – VinJones

5 Factors and Tools to Predict Change Success, AKA Adoption of Your Business Initiative – VinJones | Change Management Resources |
The excerpted post below is part of a two part series that offers change and innovation adoption rate tools.

What I like about Kevin's 2-part series is that it is not about the unconvincing ROI, return on investment metric. It is about the powerful effect of stories, examples and case studies that inspire and "spark ...imagination.

His first post focuses on the five (5) factors to use to predict the rate of adoption. The second post offers tools and templates to give you an adoption rate measurement.


Contrary to popular belief, an ROI will not convince them. is stories and examples and case studies which spark their imagination. ~ Kevin Jones,


Also keep in mind that change and innovation are quite different from each other. This is particularly highlighted in our two curation streams: Innovation in Institutions, Will it Blend? and the one you are reading, Change Leadership Watch.

We are also highlighting Kevin's tools on our main website:, a non-partisan change management resources site.


The Adoption Index
One of my favorite books is Diffusion of Innovations by Everett M. Rogers. Although this largely academic book was originally written in 1962, it hasn’t lost any of its usefulness. It explains why innovations and technologies are adopted, or not, and at what rate.

1)“Relative advantage is the degree to which an innovation is perceived as better than the idea it supersedes."

The degree of relative advantage may be measured in economic terms, but social prestige factors, convenience, and satisfaction are also important factors.”

2)“Compatibility is the degree to which an innovation is perceived as being consistent with the existing values, past experiences, and needs of potential adopters.

3)“Complexity is the degree to which an innovation is perceived as difficult to understand and use.”

Read the full post for all five factors and the link to part 2 of the series that offers adoption rate tools.


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Rescooped by Deb Nystrom, REVELN from Talent and Performance Development!

Tools Review ~ And Change: Beyond Performance Management (40 Tools)

Tools Review ~ And Change:  Beyond Performance Management (40 Tools) | Change Management Resources |

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."

As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

  • "What problem are we trying to solve?” 

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.
Deb Nystrom, REVELN's insight:

As this book fits measurement and planning, it should also be a great resource for anyone working through change.  Not doing may be smarter than doing when it comes to using certain approaches and tools.  ~  D

Harry Cannon's curator insight, July 2, 2013 8:07 AM

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!
Scooped by Deb Nystrom, REVELN!

Why Data Will Never Replace Thinking, DPPE, What's the Question? What's the Goal?

Why Data Will Never Replace Thinking, DPPE, What's the Question?  What's the Goal? | Change Management Resources |
The answers we get out of data will always depend on the questions we ask.

Useful.  It also reminded me of one of the tools we use in Whole Scale change thinking:  Data, Purpose, Plan, Evaluate, or DPPE.  Thanks to twitter follower  @resilientchange for this link this week.


"Throughout history has made huge progress in precisely the areas where we can measure things — and lagged where we can't."



Data-driven predictions can succeed — and they can fail. It is when we deny our role in the process that the odds of failure rise. Before we demand more of our data, we need to demand more of ourselves.

One key role we play in the process is choosing which data to look at. That this choice is often made for us by what happens to be easiest to measure doesn't make it any less consequential, as Samuel Arbesman writes, 

  • "Throughout history, in one field after another, science has made huge progress in precisely the areas where we can measure things — and lagged where we can't."

In his book,  political forecaster Nate Silver writes about a crucial element, how we go about revising our views as new data comes in.

Silver is a big believer in the Bayesian approach to probability, in which we all have our own subjective ideas about how things are going to pan out, but follow the same straightforward rules in revising those assessments as we get new information.

It's a process that uses data to refine our thinking. But it doesn't work without some thinking first.

Read the full article here.

Perspective on change planning, facilitating, organizing, implementing or sustaining via Reveln.

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