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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Telling Your Client the Baby Is Ugly, Truth-Telling for Change

Telling Your Client the Baby Is Ugly, Truth-Telling for Change | Change Management Resources | Scoop.it

This discernment process, of getting on the "right" road, involves sharing wisdom. This Shared Wisdom method is based upon several underlying beliefs including one that says that the people in the organization already possess the wisdom to discern the "right" path. Trouble is, no one individual has all of the wisdom (though some may think that they do). 

What is needed is respectful facilitation that seeks out everyone's "piece of the wisdom" and puts all the pieces on the table, even if there is conflict and disagreement. 

All the wisdom is needed, all the wisdom is honored.

Deb Nystrom, REVELN's insight:

Courage for truth-telling is key. I've been in organization development practitioner (OD) conferences with plenty of PhDs & yet have seen apathy or resignation to status quo actions. It is hard, very hard to move the needle at times, even when the risk is fairly low. ESPECIALLY during the lower risk times, it is important to find the "feisty" in your being to help the truth telling happen, tempered with the wisdom to time it well, so it is heard. Otherwise it is just pretty words, OD values "not in action.

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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

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Case Studies on "Shared Services" Change Projects from Deloitte Consulting

Case Studies on "Shared Services" Change Projects from Deloitte Consulting | Change Management Resources | Scoop.it

"The shift toward shared services, as a means to cut costs and improve quality is well underway.  Case studies from Deloitte on 'Getting it together.'"


Here's a helpful resources page from the Deloitte folks that links to downloadable articles.


  • Theory:  " giving business units deeper support and let more people focus on what they do best.
  • In practice, it takes serious planning, coordination and hard work to realize those benefits."


Cases listed include:


Helping a large non-profit organization and its chapters embrace efficiency to do more good.

Features:

  • getting people throughout the organization to understand and embrace the changes. 
  • extensive training. 
  • tailored messages to stress the additional good people would be able to do if the organization were more efficient with its resources. 
  • pilot tests demonstrated this level of improvement was not only idealistic, but realistic
  • performed a feasibility assessment including practitioners from manufacturing operations, finance, strategy, technology, capital markets, organization and talent and total rewards service areas.

_______________________

One of the results:  more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.
_______________________

  • improvements were designed and implemented including (example) offering more than 500 medical plans through more than 90 different providers, migrating all local health care plans to an enterprise-wide benefits program and creating a Center of Expertise benefits function integrated with human resources (HR) and payroll, to help simplify administration and reduce administrative resources, all while improving service levels. This approach generated more consistent medical benefits, increased employee participation and allowed for $12 million dollars in annual savings.

    

Insights:

  • How to establish and improve a shared services organization (SSO), based on the results of Deloitte’s 2011 global shared services survey results.

   

  • The other half of the shared services battle.

    

  • Sharing internal expertise.
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Shared Leadership and the University - Approaches to Change, Time to Lead

Shared Leadership and the University - Approaches to Change, Time to Lead | Change Management Resources | Scoop.it

While we often look to one hierarchical leader to guide us through difficult changes, in business and in public life, this may not be what is most effective.


__________________________
 
...shared leadership strategies, though messy, were more effective in establishing change....
even though the academy leans strongly towards hierarchical leadership reliance. 

__________________________



In cases where a large scale strategic or transformative change needs to occur, leadership responsibilities need to shift and often become shared between various individuals or groups. 


Professor Duin and forum participants all shared personal cases where singular leadership was misaligned with the needs of the organization and shared leadership strategies, though messy, were more effective in establishing change that would be by all the parties involved.   
This type of buy-in is often needed in the University setting, even though the academy leans strongly towards hierarchical leadership reliance. 


Whether restructuring colleges and departments to be a more competitive and well aligned university to developing ways for various technology centers to work together to delineate responsibilities, meet the needs of users, and continue evolving with the fast pace of new technology offerings, developing inroads for collaborative co-leadership is key to making broad innovative changes. 

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  • 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.    

      

    

     

        
  • 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 reminder of the basics of change, from a higher education perspective.  It's interesting to see the siloed, bridged and shared scope definitions, appropriate to the hierarchies natural to higher education. 

In my own hometown, we have a new president about to begin, along the task of filling key, top-level vacancies in administration. Professor Ann Hill Duin, University of Minnesota has shared forum perspectives on change in academe, particularly what works, and what does not work.   ~  Deb

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Pascal Vedel's curator insight, July 19, 2014 3:15 AM

Une bonne synthèse des divers types de changements...

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Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job

Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job | Change Management Resources | Scoop.it

"The man who championed the University of Michigan's Administrative Services Transformation (AST)— the controversial downsizing and consolidation of administrative staff — is leaving Ann Arbor for a job at the University of Chicago."

   

_________________
   
Faculty ....criticized the implementation...calling it a poorly communicated, top-down initiative.

   

_________________

       

....like the AST effort Miranda was tasked with leading, his role at the university was controversial. Last month he was removed from leading AST.
      
.....Faculty also criticized the implementation of AST, calling it a poorly communicated, top-down initiative. 

      

Miranda will become U-C's treasurer and senior associate vice president for finance and administration.
        

Miranda came to Ann Arbor directly from the Chicago office of Accenture, the consulting firm U-M is paying $11.7 million to implement AST. He was a partner at Accenture, leading its North American Finance and Performance Management Service Line offerings for State and Local Government and Higher Education.


The companion, earlier ScoopIt on this AST story is here.


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Deb Nystrom, REVELN's insight:

An earlier ScoopIt on problems with downsizing initiative, where Accenture was the lead consulting firm selected for the AST project, is here.  

McKinsey, a rival consulting firm, also has published recent research on the limitations of downsizing, mentioned in the comments in the earlier post on this story here.

        
As mentioned in that earlier post, this now will probably stand as a cautionary tale about under-communicating during change, which often occurs by a factor of four in many change efforts. 

    

Why did a faculty body (UM's Senate Advisory Committee on University Affairs) have to unanimously pass a resolution to ASK top administrators to involve faculty before hiring consultants to change key U-M practices?  What's wrong here?  ~  D

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