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6 Words for Chaos ~ High Creative, Low on Scale, Implications for International Change

6 Words for Chaos ~ High Creative, Low on Scale, Implications for International Change | Change Management Resources |

Two from the list of six:

“”Bardak”,a Turkish borrowed word meaning messy and disorganized, although the translation is “brothel”.

“Buka-umavulaka”, an Aramaic borrow word, a “high level” form of speech, also implying very very deep chaos.

Balagan, yet another popular borrowed word to describe lack of order.


The great number of words available represents a linguistic need to differentiate between various levels of  poor organization of of our society
Reasons for this disorder are:

1) A disdain for planning, which is seen as a luxury of the opulent.

2) A lack of belief in systems, and massive use of relationships to bypass systems.

3) The proclivity to re-open decisions because nothing is very final, ever.

4) An immigrant society with few shared ways of doing things.

5) Belief that the individual is and must be empowered with ingenuity to work around barriers and obstacles.

All of the above create a large balagan, and a lot of creativity, and a low level of scalability

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Deb Nystrom, REVELN's insight:

Allon's blogs contain helpful insights into international change considerations and why structure will only take you so far if other considerations are met in working through issues of chaos and complexity. ~ D

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7 Compelling Arguments for Learning & Change Success: A Whopping 47% of Influence is Peer Group

7 Compelling Arguments for Learning & Change Success:  A Whopping 47% of Influence is Peer Group | Change Management Resources |

"It becomes cool to participate."  Peer learning is on the rise!   This has implications for change success including events like Open Space.

Here's several attributes that connect with social & peer learning from a helpful post by Donald Clark that I'm reposting within the context of change management resources.

Peer learning has:


1. Powerful theoretical underpinning

  • Donald references Judith Harris’s "The Nurture Assumption," for which she received the George Miller Medal in psychology. 
  • He describes Ms. Harris' work on the psychology of learning as "brilliant (and shocking)"
  • In a deep look at the data she found something surprising: that 50% was genetic, just a few per cent parents and a whopping 47% peer group.

2. Massively scalable:  Peer learning may actually be better with large classes.  That may also be transferable to Open Space and other community events like UnConferences and UnConventions (Pinterest board & blog post link.)  

3. Learning by teaching is probably the most powerful way to learn.
Peer learning involves high-order, deep-processing activity.  The teacher may actually gain more than the learner.

His post also covers 6 more points including how peer learning:

  • encourages critical thinking, 
  • has group bonding as a side effect
  • dramatic decreases drop-out rates (DN: read, engagement)
  • increases attainment of goals, ex: "It becomes cool to participate."
  • You don’t actually need any tools to get started.  
I'll find out more about scale & Donald's other points as we engage in an Open Space peer learning event focused on the Trusted Advisor role during the ACMP 2o12 change conference in Vegas in April. (Deadline March 15th, 20o12)


Read Donald Clark's full article here.

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Kotter Enhancement - Phase 2 : Change Management Success

Kotter Enhancement - Phase 2 : Change Management Success | Change Management Resources |

Author Ron Koller describes Kotter's classic article on Why Transformation Efforts Fail provided his "8 Errors" which became "8 Steps."  Standing by themselves, these 8 steps have not curbed the high failure rate.  

However, the steps can add value and lead to CHANGE SUCCESS if enhanced.  This post describes the enhancement necessary to turn Kotter's Step 2 into a winner.  It is based on 20 years of experience with change management success & a few change management failures.  I hope you find it helpful.

Here's a nugget from the full post:

A truly representative advisory group is more powerful than you think.  They are able to use their role as "representatives" to deliver realistic news to the leadership team regarding the employee and middle manager perspective of the change initiative.  

Deb Nystrom, REVELN's insight:

Large group methods and a Whole-Scale change perspective make a SIGNIFCANT difference in the results.  ~  D

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