Change Management Resources
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Classic: Different cultures challenge authority in different ways | Allon Shevat

Classic:  Different cultures challenge authority in different ways | Allon Shevat | Change Management Resources | Scoop.it

..Do not assume that agreement with what you say is real; do not assume that those who challenge you are against you; and don’t ignore gossip but factor it in in societies where harmony is more valued than “truth”.

Explicit hardball challenging: Gilad (m, Israel) argues with his Israeli boss all the time. ...US based colleagues who have observed Gilad believe that Gilad shows no respect for his boss. However, once a directive is given, Gilad will carry it out to a T, never trying to stand by passively as things go bad.  Gilad and his boss play on the same soccer team and socialize together at the beach.

   

Pragmatic Controlled  Disagreement: Karen (f USA) believes that her American boss has made several critical errors over the last month. Karen i...asks some mildly  “challenging” questions after adding “well, let me play the devil’s advocate”. ...When one of her boss’s directives goes bad, Karen will be remain composed, and not go out of her way to help, allowing things “to take their course”.  Karen needs her boss’s recommendations after she leaves to “further her career”. Karen and her boss socialize only at the Christmas party.

     

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Think like an Entrepreneur: Be Anti-Fragile No Matter Where You Work

         

Two Tried & True Change Models – Evergreen for Agile Change 

     

Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment

     

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Deb Nystrom, REVELN's insight:

Allon lists four examples in the full post.  It's a good test of your own degree of enthnocentricism to notice if you identify with the biases and blind spots he identifies so well in his posts.    His posts are very helpful for building your global citizenship and for the USA, minimizing the inept, ugly American syndrome abroad.  ~  Deb

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Understanding simple, complicated, complex, and chaos in Systems Thinking

" If you manage a complex organization as if it were just a complicated one, you’ll make serious, expensive mistakes.”


Most of the approaches used to address complex system are approaches for complicated system ( Six Sigma, Balance Scorecard, …).


But how to work in a complex system ?  


According to Gökçe Sargut and Rita Gunther McGrath , they recommend to:
    
· Improve the way you forecast by using tools/models that simulate the behavior of the system. Process Behaviour Chart (see Shewart)
· Improve the way you mitigate risk by minimizing the need to rely on predictions/expectations to experiment, by…
· Make different resource tradeoffs by providing diversity of thoughts and by investing in incremental and small investment in new project/approaches.



They describe some of the essential parts of " a system of profound knowledge" :
  • appreciation for a system, 
  • knowledge about variation, 
  • theory of knowledge, and 
  • psychology. 
     
The system of profound knowledge is a complex system as we've to consider it a a network of interdependent components that work together to accomplish the purpose of the system.
   
The  4 interrelated parts can't be understood if separated from one another.
     
As Deming said : "Rational prediction requires theory and builds knowledge through systematic revision and extension of the theory based on comparison of prediction with observation."(Deming, The New Economics). 
     
The system of profound knowledge is based on the premise that management is prediction.  
    
If we fail to predict what we expect  ("Theory), we fail to predict the results of our experiment to improve, we fail to analyze the results of our experiment and we fail to learn about our system.
     
So we don't improve. 
Deb Nystrom, REVELN's insight:

As many large change projects ARE in complex systems, dealing with forecasts (alternate scenarios included), and risk and resource allocation changes IS key to agile  & appropriate change plans.  ~  D

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What trumps vision & shared values, beyond corporate culture restraints

What trumps vision & shared values, beyond corporate culture restraints | Change Management Resources | Scoop.it

...There is a lot to be said for providing a shared context, shared values and a common set of behavioural guidelines. However...it is critical to ensure that the limitations of the culture are acknowledged.


Paradoxically, it is only when these limitations are recognized that the corporate culture is most effective. [Bold in the original.]


Here are 3 of Allon's 5 examples of behaviours that a corporate culture cannot change:
 

  • When a  culture prefers discretion to transparency, discretion will reign.
     
  • When age dictates seniority, younger managers will not be respected.
    
  • Where loyalty to boss reigns supreme, team work in the western sense will falter.

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Deb Nystrom, REVELN's insight:

Another culture and change gem from Allon Shevat.  He will challenge, appropriately so, all the sacred cows of corporate culture and change management.


I, for one, appreciate his dichotomy of relationships vs. process (as a process consultant myself.)  It reminds me, "it's all about relationships" everywhere, everytime.  From there you build.  Without relationship, nothing lasting will be built.  ~  D

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Deb Nystrom, REVELN's curator insight, March 17, 2014 11:14 AM

As this is attracting attention in the Change Management Resources stream, I'm sharing it in BEST of the BEST - a culture and change gem from Allon Shevat.  He will challenge, appropriately so, all the sacred cows of corporate culture and change management.


I, for one, appreciate his dichotomy of relationships vs. process (as a process consultant myself.)  It reminds me, "it's all about relationships" everywhere, everytime.  From there you build.  Without relationship, nothing lasting will be built.  ~  D