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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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Top 5 change management infographics to help with top change challenges

Top 5 change management infographics to help with top change challenges | Change Management Resources | Scoop.it

Top 5 change management infographics. From basic change management questions, resistance and the most common change management mistakes

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

 

Deb Nystrom, REVELN's insight:

These are a handy review of change management approaches and thinking.   The first infographic, for example, offers 7 basic change management questions, yet helpfully puts them in context as "only a 1/3 of excellent global companies remain excellent for decades" and "when organizations try to transform themselves, even fewer succeed."  ~  Deb

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Pascal Vedel's curator insight, October 30, 2014 5:26 AM

A few infographics to help well prepare and organize a change

 

Des documents synthétique pour aider à ne rien oublier et bien préparer lors d'un changement

Harry Cannon's curator insight, October 30, 2014 3:58 PM

I love an infographic and here are five at once! And on change management too.

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Why Change Management Research Fails, Moving the Cheese Perspective

Why Change Management Research Fails, Moving the Cheese Perspective | Change Management Resources | Scoop.it

"Personality gets all the headlines while context [for change]  is ignored."


...The challenge is that the researcher needs to define (bound) the change.  By defining the change, the researcher limits the amount of people he or she can send the survey to.  Researching a particular change, rather than change in a general sense, is not without its own set of challenges, but that is for another post.


- See more at: http://www.howtochangemanagement.com/2013/10/why-change-management-research-sucks.html#sthash.xkvnrn6g.dpuf


Related posts by Deb:
     

Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems   

          

Two Tried & True Change Models – Evergreen for Agile Change

        

Messing up a Change Implementation with Someone Else’s Learning Culture?

Deb Nystrom, REVELN's insight:

Getting the type of change right, as well as knowing the right questions to ask, is a part of increasing the liklihood of success in planning and adjusting to change along the way.  ~  Deb

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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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Web over Wheels: Change in Trends, Connectivity rules as "Manager Knows Best" era is ending

Web over Wheels:  Change in Trends, Connectivity rules as "Manager Knows Best" era is ending | Change Management Resources | Scoop.it
To get a glimpse of what tomorrow's young global managers might be like as leaders, take a look at how today's young people think about communications.


A sign of a helpful, trusted advisor is to ask smart questions.  This article does that.

The trends, surveys mentioned are also harbingers of the need for highly adaptable, flexible approaches to managing and leading in an era of continuous change.


Excerpted, HBR blogs, Sujai Hajela, VP & general manager of the Wireless Networking Business Unit at Cisco:


Today's young people are devoted to connectivity.

In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have the internet rather than a car.


Companies will need to ask these hard questions:

  • What is the appropriate level of openness? Should employees be prevented from slamming their bosses' ideas, for example?
  • How much blurring of public and private life is too much?
  • Social media encourages people to mix work- and nonwork-related communication, but some workers prefer to keep their social lives strictly off-limits.
  • How can the company prevent abuse of social media?  (DN: Or mitigate, educate to help prevent abuse.)
  • Do employees understand what information is confidential and what is public?



As companies resolve these issues, management styles will evolve.


Managers will no longer be able to communicate with just a small circle of trusted advisers — they'll be expected to interact digitally with a much broader range of people both inside and outside the company.



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