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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How Change Courageous Are You? The “Serving Two Masters” Trap

How Change Courageous Are You?  The “Serving Two Masters” Trap | Change Management Resources | Scoop.it

...an overlooked statistic tells quite a story.  If only 14% believe that “everyone” is responsible for change success, how can the whole system change? Answer … it doesn’t.


...Change Agent Moment of Truth

In theory, internal consultants are neutral. In reality, many HR executives feel threatened by internal OD consultants to the point that I’ve witnessed OD consultants fired for their successes.

     

The dilemma is all about the question, “who do you serve?”

Stop the insanity of blaming the change recipients & start holding up the mirror for you, whether you are a change agent or change leader.

   

If you level the playing field, give a voice to the silent majority, and really confront change leaders and fellow change agents with their contributions to the status quo, you just might be part of the 20% instead of the 80%.

Related tools & posts by Deb:

         

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

    

    

    

       
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Deb Nystrom, REVELN's insight:

Regardless of the mixed statistics about how many change initiatives fail, Ron Koller's key point about only 14% believing change is everyone's role is quite telling.   
   
Do you agree with the change roles and the in/out "everyone" is responsible for change comparisons?  

   

Moreover, in my conversation with Ron Koller recently about courage and the OD / Change Agent, have you found ways to be successful when you "level the playing field, give a voice to the silent majority, and really confront change leaders and fellow change agents with their contributions to the status quo?"

   
~ Deb

 

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6 People You Need in Your Corner For a Great Team for Change - Forbes

6 People You Need in Your Corner For a Great Team for Change - Forbes | Change Management Resources | Scoop.it
Nothing incredible is accomplished alone. You need others to help you, and you need to help others.

  

With the right team, you can form a web of connections to make the seemingly impossible practically inevitable."

  

Her post on leadership team roles includes the roles of the:

   

  • Instigator, (pictured)
  • Doubter,  (Awareness, Problems, "The first step to a solid strategy)
  • Example,  (Been there, done that, Knowledge)

    

as well as the:

  • Cheerleader,
  • Taskmaster, and the
  • Connector.
  

Deb Nystrom, REVELN's insight:

For any change project, when using an advisory, transition and/or implementation team, who's on it and their ability to shift perspectives & deal with complexity makes all the difference. 


Diverse strengths in team members has been central to what I've seen in project implementation success in over 20 years of facilitation work.


For team growth, I suggest the MCG > Membership, Control & Goal series > which includes a post on Belbin (TM) team roles:


   
   

 

~ Deb


PS:  In my @Agile_Change twitter stream today, "I'll take a great team over a great individual anyday - in sports and in business. #leadership" from @DarrenHudach.    Oh yeah.


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Rescooped by Deb Nystrom, REVELN from Blue Sky Change
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Prosci's Q & A on Bosom Buds: Change management and project management

Prosci's Q & A on Bosom Buds: Change management and project management | Change Management Resources | Scoop.it


Highlights:


Prosci has delivered a webinar on integrating change management and project management three times and asked attendees the following question:


_____________________________
   
“What are the most pressing topics or issues you are facing regarding change management and project management integration?”

_____________________________


Here are highlights of their analysis of the most common needs


Top 5 common pressing issues


1. Support and buy-in for change management from project teams


Participants felt that project leaders and project managers did not see the value or importance of change management. 


Tip: Make change management meaningful and real. 


2. Support for change management from leadership

...leaders and sponsors have a limited awareness of the need for change management, which impedes the critical integration of change management with project management activities. 

Tip: ...By making a direct connection between how well the people side of change is managed and the ultimate ROI of the project, you can shift the context and the conversation.


Others:


3. Scope, timing, and prioritization

4. Direction on how to integrate project management and change management. 

5. Role definition and clarity


Click the title to read the full article.


Change Management is an engagement focus.  Exert too much control, and you stifle it.  Here's more about control issues within a project implementation:

   

    



Via Blue Sky Change
Deb Nystrom, REVELN's insight:

"Prosci provides their perspective on how change management and project management cross paths in the execution of an initiative based on recent webinar Q & As."


These are helpful viewpoints on the state of the practice.  


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3 Key Partners in Change Management Execution

3 Key  Partners in Change Management Execution | Change Management Resources | Scoop.it

There are three basic key players in strategy execution: the leader, the program manager and the change management lead.

What if we partnered?

It all starts at the beginning.


....It might open productive conversations and whole new working relationships with them. They may want to negotiate a few parameters in the beginning to get comfortable with this dynamic, but that should be quite achievable.

Deb Nystrom, REVELN's insight:

Great stuff from Gail on execution success focused on roles & relationships => partnering to deliver & sustain.  ~  Deb

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Harry Cannon's curator insight, July 21, 2013 4:29 PM

Collaboration in programme change. Why is this not the norm yet?

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Do you Need Change Management with that, Project Managers?

Do you Need  Change Management with that, Project Managers? | Change Management Resources | Scoop.it

"How to use the right tools for the job - determining when comprehensive Change Management is essential - along with Project Management."


Gail has a track record of robust, detailed posts on the many facets of change management, including the project management combo - more than, "do you want fries with that?"


Here are some highlights on the pairings of CM and PM in her blog post from awhile back exploring conflicts between the two disciplines.


Excerpted:

__________________________

        

When employee discretion can impact ROI [so you] need employee commitment, then projects benefit from Change Management.

__________________________


Determining “how much CM and what forms should it take” is not a scoping exercise for a PM.  This requires an experienced CM practitioner with an array of assessment tools (that analytical minds can relate to) and a truckload of integrity and communication skills (and an enlightened leader with long term commitment to the organization). 


When employee discretion can impact ROI, i.e. you cannot drive 100% of the benefits through compliance but need employee commitment, then projects benefit from CM. 

 

  • PMs serious about considering CM in a transformational change will provide for a professional CM Risk Assessment in the planning phase [to] provide data to inform discussions and decision making.
   
  • [Get] ROI anchored and...defined scope of the project. 
   
  • Without adequate People Change Management, [and] ... Program Management, transformational projects are not actually “finished”.  
   
  • PM and CM partnering and a tangible commitment to [stay] with the roll out long enough...ensures benefits realization.


Click the title to view the full article in context.


Change Management may also include large group events that can make or break a successful realization of a change project.  


Offering traditional meetings, including virtual, as well as alternative formats, like agenda-less meetings such as "Open Space" can refresh and bring new energy to a tired implementation process.


Here are several samples from Deb on alternative meeting formats for successful implementations:

   

   

   

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Horror stories, language and lessons: Building Change Capability

Horror stories, language and lessons: Building Change Capability | Change Management Resources | Scoop.it

No Trust = Minimal and ineffective change - with a true horror story ERP failed implementation to bring it home.


See Daryl Conner's Change Commitment Curve for the full model.

   
In this change practitioner group's MeetUp a key question emerged:  How do you build, manage and reward trust through successful engagements and implementations of change?

   

Take the horror story shared:

   

  • a large-scale ERP implementation that with 8 hours to go until commencement of training, cancelled the training courses and disrupted delegates who were flying from across the country to attend.” The client never regained trust in the solution being delivered or the solution provider managing the change.

   

  • Lack of trust can lead to a horror story, or like with the story above, a horror story can lead to a lack of trust. 

   

_______________________
   
Lack of trust can lead to a horror story...or a horror story can lead to a lack of trust.

_______________________


Other excerpts: 

  

  • Our job is made harder by the fact that sometimes it’s best not to call change “change” and it can be difficult knowing when and who that rule applies to.

  

On language and labels, including internal change champions:

      

  • Often even they don’t want to be associated with the change by title. It’s as if labelling someone a “Change Capability Manager” or “Change Champion” gives the rest of the organisation the right to lump that person who has “change” in their title with all the stuff they’d rather not manage themselves.

Via Blue Sky Change
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