Change Management Resources
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Change Management Resources
The best, "non-partisan" change resources treasures on the planet.   For the BEST of the BEST curated news  SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
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Scooped by Deb Nystrom, REVELN
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Letting Go: 6 Steps Beyond Industrial Age Performance Appraisals

Letting Go:  6 Steps Beyond Industrial Age Performance Appraisals | Change Management Resources | Scoop.it

"It takes courage, tenacity and teamwork to let go of performance appraisal practices and industrial age thinking.  In our  post 9-11, post financial meltdown, "New Normal,"  business will never be as it was.  Can we let go?"


A1998 article about ending appraisals in favor of the APOP, the Annual Piece of Paper is one way to go.   Using an approach like the APOP or a two box annual conversation method, Meets [or Exceeds], Does not Meet, as mentioned in the video, is a step in the right direction. It is a form of incremental change, very similar to the Adobe Systems “check-ins” featured here in more detail.  Adobe’s 2012 system moved away from individualized ranking and ratings.  


The full post includes a short video that features asking a "beautiful question:      


Why are we doing things the way we’ve been doing them the past 20 years—what if we tried a whole new approach?      Thank you Warren Berger, author of “A Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas (2014)


It also covers why using Pass / Fail evaluation systems can help.


See the video and full post here.


Deb Nystrom, REVELN's insight:

This is my own video and post about performance review systems or appraisals.  It  is embedded within change principles, which is why I've posted it here as well as in the Talent & Performance Development curation news.    The video embodies the D X V X F > R, change model, originally invented by Gleicher and popularized by Kathie Dannemiller.   The video covers assessing readiness, Dissatisfaction, the need to explain why make a change, the Vision, and First Steps to overcome Resistance to Change - along with our our Industrial Age / command and control, Theory X (McGregor) mindsets.  

A new path is emerging, but it is a slow path in business.  ~  Deb 

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Deb Nystrom, REVELN's curator insight, August 19, 2014 1:05 PM

This is my own video and post about performance review systems or appraisals.

The video embodies the D X V X F > R, change model, originally invented by Gleicher and popularized by Kathie Dannemiller.   The video covers assessing readiness, Dissatisfaction, the need to explain why make a change, the Vision, and First Steps to overcome Resistance to Change - along with our our Industrial Age / command and control, Theory X (McGregor) mindsets.  


A new path is emerging, but it is a slow path in business.  ~  Deb 

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Changing Structures and Behaviors at Walgreens

Changing Structures and Behaviors at Walgreens | Change Management Resources | Scoop.it
When your strategy shifts, you may need to redesign your organization as well.


…We recognized that [our] command-and-control approach [was] outdated. ...We were missing the richness of empowering [our people] to come up with solutions on their own.



In the past, we had really strong policies and procedures, but our model didn’t allow for innovation or empowered customer service.


...Now, the way we do things is different. At the store level, we don’t want employees to simply complete tasks. We want them to come up with new ideas, and new ways of helping the customers.


This requires a big shift in leadership. Our model of the ideal executive has gone from an authoritative leader who could get new stores up and running fast, to an engaged leader who can hold people accountable, develop them, and manage them.


….A big part of the redesign was to help employees understand how this was different from what they did before.


…Under the new system, leaders are evaluated and bonuses are set according to three key critical areas: financial results, team member engagement, and customer service. There’s also a percentage that accounts for community engagement and events…and another component to accountability: managing under-performers.


There’s a huge change-management effort to make sure the initiatives are sustainable, and we’ve spent about US$30 million on training alone, with more to come. However, a year into the implementation phase, the results are promising. In our pilot program, we went from the bottom 25 percent to the 95th percentile in our engagement survey results.


The Gallup Organization, which measured the results for us, actually thought the numbers were wrong because they’d never seen such a big improvement in one year. We’ll have the next results after the full rollout in 2013.


Source:  http://www.strategy-business.com/article-full-preview/00195

Deb Nystrom, REVELN's insight:

The performance system cited here is individually based, still a bit traditional, yet Walgreens has made a huge leap from their by-the-numbers original growth only strategy.  It's a good case study of how a 240K member organization decided to implement enterprise and corporate strategy through tactical changes.  ~  Deb

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3 Types of Commitment to Change: What creates the best, sustainable success?

3 Types of Commitment to Change:  What creates the best, sustainable success? | Change Management Resources | Scoop.it
Do you experience different forms of commitment in your change experience?  

Do they follow these 3 forms of commitment?
  • Want to = Affective

  • Have to = Continuance 

  • Ought to = Normative
    
Ron's (author & researcher) main line of inquiry will be "which of these forms of commitment result in the highest level of sustainable performance?"

A related post from Deb, with Ron's links included:

Deb Nystrom, REVELN's insight:

If you or a colleague are:


* are in an organization with 100+ staff and,
* are launching or experiencing a change implementation, and
* are interested in data-driven adjustments to your change strategy and tactics


Ron Koller, the author of this change post, is offering free and/or low cost change surveys that could greatly assist your knowledge of what's working and what isn't in your change implementation.


Understanding the nature of change, and making it practical, is the impetus behind Ron Koller's current change study work to complete his PhD.


Contact Ron Koller, the author of this change post, to learn about his free and/or low cost change surveys (with published results) that could greatly assist your knowledge of what's working and what isn't in your change implementation, so that you make be better able to make agile adjustments.

 

For more info contact Ron directly or me for details.  ~ Deb

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What Work in the Mideast Taught Me About Building Business Relationships

What Work in the Mideast Taught Me About Building Business Relationships | Change Management Resources | Scoop.it

The old stuffed shirt business meeting that just goes on and on and on is the reason no one wants to attend. The new generation of worker is going to force all these mainstays of business to be “rethought.”

I much prefer a more relaxed business environment where everyone is at ease, and, where the mission of the meeting is not lost. Let’s all relax and really talk to each other and get to know each other.  If we successfully handle this right, we will be” partners” in the end.

That is why we build the foundation first. When we do, the business will take care of itself.


There is an old saying that you build the well before you need the water. That especially hold true for business today.

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

    

Recent and related posts by Deb:

    

         
      

       

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

Here's a good piece on taking a global look at the ordering of what matters in business relationships, the people first, and then the results.  So much of this is based on holding on to the industrial age thinking of having it the other way around.  ~  D

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

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

"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

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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!