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

New Online Edition Coming: Practicing Organization Development: A Guide for Consultants

New Online Edition Coming:  Practicing Organization Development: A Guide for Consultants | Change Management Resources |

A new, 4th edition and NOW online guide, easily updated, is coming, helpful to organization development and change management practitioners everywhere.

Here's the print version, listed at Wiley.  2nd Edition - William J. Rothwell, Roland L. Sullivan

Deb Nystrom, REVELN's insight:

I'm thrilled to have been invited to submit a chapter on organization development, change management and change leadership for review for late August.   A colleague who is finishing is PhD, Ron Koller, will also be submitting his new research for another chapter based on change resistance.

I am looking forward to working through what I've learned in my change experiences over the past 20 years at a major research university as well as as an independent in the last 5 years, working with businesses to share practice, actionable lessons learned.  ~  Deb

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Scooped by Deb Nystrom, REVELN!

Beyond Resilience, Building AntiFragile Organizations, REVELN

It is about resilience? Or is it about learning how to be Anti-Fragile, a term coined by Nassim Taleb to describe natural or organic systems, things that need some dose of disorder in order to develop.

For example, deprive your bones of stress and they become brittle. Are our HR and organizational system destined to decline, are exist in a mediocre state due to their structure? 

Other antifragile Scoops:


Deb Nystrom, REVELN's insight:

This is my own slide share for a recent presentation on change, adapting using both Nassim N. Taleb's "Anti-Fragile" concepts and Adam Grant's work on Givers, Matchers and Takers.   The full blog post here here:

Thanks for visiting.  I'm curious on what you think of these combinations of concepts.  Comments welcome!  ~  Deb

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Rescooped by Deb Nystrom, REVELN from Business Brainpower with the Human Touch!

Abolishing Myths: 7 Levers to Achieve High-Performance Culture

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

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


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


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 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

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.

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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