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Change Management Resources
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Beyond the Knowing, Doing Gap: Yes we CAN Bring About Real Time Strategic Change

Beyond the Knowing, Doing Gap: Yes we CAN Bring About Real Time Strategic Change | Change Management Resources | Scoop.it


Real Time Strategic Change (RTSC) is about living your future now by
shrinking the cycle time between planning and implementation.

The problem most of the time is in implementing [strategic] plans - actually following through and doing what you say you want to do. Putting out fires and having too much on people's plates always seem to get in the way of solid implementation.
 

With RTSC we avoid that problem entirely by having people begin creating their preferred future right away. You begin implementing parts of the plan as you continue to develop others.

Jake:...People can bring their best selves to work and have their unique talents and gifts leveraged for the greater good. It's so exciting to see an organization and the people in it claim their future. There is always a bigger and brighter tomorrow that is possible. 

Deb Nystrom, REVELN's insight:

I know Jake from my long term association with Whole System Change and the late Kathie Dannemiller and believe in the full suite of large group or whole group approaches.  I've experienced the binder on a shelf problem a few times as well as overcoming the "Knowing Doing Gap."  

When it comes to change, even simple and elegant approaches like Plan, Do, Check, Act (PDCA) can make a big difference when accepted and used as yardsticks to successful action and realized change.  ~  Deb

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Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes

Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes | Change Management Resources | Scoop.it

"Embracing change requires you yourself to experience the changes you’re asking your organization to undergo."


Our client is now desperately hoping his division’s leaders will embrace change, maybe even a Blue Ocean Strategy. They’ve reached a dangerous tipping point that could risk the future of their business.


____________________

To ignite change, you need to do it yourself first.
____________________ 


...if you truly want to see, feel and think in new ways, you have to fight your brain’s desire to stay put.


To ignite change, you need to do it yourself first. You need to recognize that new ideas come from trying new solutions in your own head and changing your brain’s focus. Then you can rollout the rest of the plan to your company.

Deb Nystrom, REVELN's insight:

Any Blue Ocean change practitioners out there who wish to comment on their client experience of "do it yourself first?"  ~  Deb

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John Michel's curator insight, April 10, 2013 8:04 AM

In 2009, Steve McKee published “When Growth Stalls” in which he notes that 41.2% of nearly 5,700 companies he studied stalled in the previous decade. The number of reasons why are staggering, namely: a failure to focus, no competitive point of difference, and weak brand images and identities, to name just a few.

Given this reality, we can turn to science to explain why businesses stagnate. Growing research from the neurosciences and cognitive sciences reveal that change really is difficult for humans. Resistance comes from three forces:

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Classic to New: Learning Agility is Change Mastery

Classic to New:  Learning Agility is Change Mastery | Change Management Resources | Scoop.it
“Learning Agility, which has four dimensions—Mental Agility, People Agility, Results Agility and Change Agility—is a key to unlocking our change proficiency.
Deb Nystrom, REVELN's insight:

In reading through the change research of a colleague, this approach resonates, especially cultivating the ability to be a combination of a data nerd (listener), synthesizer, developer of self & others and master communicator.  These relate well to change proficiencies touted by this author.  ~  D

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Deb Nystrom, REVELN's comment, January 25, 2013 5:43 PM
@Paul, thanks for the share.
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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 the Change Samurai
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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Most Common Change Management Mistakes Companies Make | Leader's Beacon

Most Common Change Management Mistakes Companies Make | Leader's Beacon | Change Management Resources | Scoop.it

It's a science AND an art; people are involved.  Treat change management as being of equal importance as the technical aspects of implementation.

   

Yes, I've seen many of these mistakes over the years.  Most recently: Modeling someone else's culture as a change blueprint, being penny-wise and pound-foolish about budgeting for change, staying inside the bubble of your own viewpoint (item#1 below.)  See if you agree with this list.

   

_____________________________

   

5% or 15%?  Underfunding!  "Gartner recommends ...allocat[ing] an average of 15% ...to ...change management, inclusive of training ...more, if ...the corporate culture is more change-averse." 

_____________________________

   

Excerpted:

  

...the most common mistakes:

   

1) Not Seeking Outside Expertise
Rarely do companies have deep change management expertise, though some [seek] to build this capability inhouse. Typically companies expect [their own people] to foster stability, eliminate process deviation, and minimize risk ...—and are rewarded for doing so. Expecting these same people to introduce change and “rock the boat” is ...counter to the normal, expected behaviors.

   

2) Short-Cutting the Change Process
... leaders disband the change management effort prematurely, cease to communicate, and stop engaging stakeholders too soon.  ...The greater the ...change ...the longer the ...change “sustainability” phase that is required.   


3) Executive Delegating Change Leadership Responsibility
....executive sponsors ...not seen or heard from again; sponsors ...uninformed of their initiative’s progress and unsure how to help; and sponsors not clear about what priority an initiative had among multiple business objectives.


4) Under-Funding the Change Management Effort
A 2011 Gartner survey found that companies under-invest in organizational change management. Companies allocate, on average, only 5% of the overall system implementation budget to the change management effort. Gartner recommends that companies allocate an average of 15% of the program budget to organizational change management, inclusive of training — but more, if changes are significant or the corporate culture is more change-averse.


5) Not Integrating Change Management with Program Management
...this can be a separate plan, with the critical milestones listed on the master program or project plan. ...program success is greatly diminished when the change management activities are “bolted on” ....

   

Read the full article here.    http://www.leadersbeacon.com/most-common-change-management-mistakes-companies-make/


For more Deep Change expertise, see our panel here:  http://www.scoop.it/t/change-leadership-vision/p/1549448247/the-trusted-advisors-with-open-space-event-was-a-hit-in-las-vegas    (I'm in orange, facilitating the Open Space portion.)



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Fear & the Real Roots of Change Resistance - from the Five Basic Fears, Albrecht

Fear & the Real Roots of Change Resistance - from the Five Basic Fears, Albrecht | Change Management Resources | Scoop.it

"Author Dale observes how three of Karl Albrecht's core fears 'We All Live By' are directly related to change resistance."


Naming things correctly is powerful, especially when dealing with change resistance.

 

Author DALE ARSENEAULT comments on the recent Psychology Today blog post by Karl Albrecht, on the root fears that drive all others from his compact post, The (Only) Five Basic Fears We All Live By.  

  

______________________
  
....core fears are directly related to change resistance.      

   

______________________


Excerpts:


Karl helpfully includes what fear is:   An anxious feeling, caused by our anticipation of some imagined event or experience.

 

Dale observes how three of Karl's described core fears are directly related to change resistance.

   

  • Loss of Autonomy - fear of being immobilized, paralyzed, restricted, enveloped, overwhelmed, entrapped, imprisoned, smothered, or controlled by circumstances. In a physical form, it's sometimes known as claustrophobia, but it also extends to social interactions and relationships.
 
  • Separation - fear of abandonment, rejection, and loss of connectedness - of becoming a non-person - not wanted, respected, or valued by anyone else. The "silent treatment," when imposed by a group, can have a devastating psychological effect on the targeted person.
  
  • Ego-death - fear of humiliation, shame, or any other mechanism of profound self-disapproval that threatens the loss of integrity of the Self;  fear of the shattering or disintegration of one's constructed sense of lovability, capability, and worthiness.
   
Dale comments that good change strategy is not just about throwing more information at people.  It is about:
  
  • understanding the fear and dealing effectively with it.
  
  • communicate clearly about when change does not affect autonomy, separation (or connectedness) and integrity of the individual. 
  
  • being clear and transparent about instances where there is impact so people can make informed decisions, offering help as needed.


Photo credit:  by *Zephyrance - don't wake me up, posted on Flickr.com

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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. 

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.    

      

    

     

        
  • 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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Love change, Pivot through. Quotes on Innovation.

Love change, Pivot through.  Quotes on Innovation. | Change Management Resources | Scoop.it

"Gail talks with author Eric Ries about innovation, specifically around when it’s time to pivot and how fast you have to decide.”


Blog post author Gail Severini recently had an insightful conversation with author Eric Ries about innovation, specifically around when it’s time to pivot and how fast you have to decide.”

_______________________

“The problem is that vision, product, and strategy came to us all together in a flash.”

_______________________


Gail says:


Don’t underestimate Eric Ries. Don’t say (like I did), “He looks so young. What could he know?”
   
Excerpts:

“A pivot is a change in strategy without a change in vision…it is not giving up on the vision … it is not a change in the product.


We change the product all the time.”


“The problem is that vision, product, and strategy came to us all together in a flash.”


“The reason it is so painful to pivot is because it requires us to give up some elements of what we thought we would be doing…”

Deb Nystrom, REVELN's insight:

Get agile with that strategy:  I've seen a number of change processes that help organizations successfully flip in critical moments of truth.  Gail's pivot question focuses on a finer points of strategic agility, adapting strategy to fully accomplish your vision in an ever changing environment. ~  Deb

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Fight the Nine Symptoms of Corporate Decline

Fight the Nine Symptoms of Corporate Decline | Change Management Resources | Scoop.it

How to know if your organizational culture is turning toxic, and what to do about it. 


The good news is that they are all reversible.


Excerpts:


The signs that there is more trouble ahead:


Communication decreases.  Decisions are made in secret. People mistrust official statements.


Criticism and blame increase.  Scapegoats are sacrificed. Self-doubt is masked by attack. External forces are blamed, personal responsibility avoided.


Focus turns inward. People become self-absorbed and lose sight of the wider context — customers, constituencies, markets, or the world.


Rifts widen and inequities grow. Internal rivalries escalate. Power differentials and social distance between groups and levels make collaboration difficult. 

Deb Nystrom, REVELN's insight:

Rosabeth Moss Kanter's post features research from her book, Confidence. It's worth a look, if for nothing else than to better deal with that pervasive "culture eats strategy for lunch" quote. ~ D

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Let employees tell their stories - Change on Speed: MSN Money & HBR

Let employees tell their stories - Change on Speed:  MSN Money & HBR | Change Management Resources | Scoop.it

"Let employees tell their stories. ~ The energy needed to drive change comes through a sense of ownership over the answer."


This reminds me "slow is fast," from Theory U, popularized by Otto Scharmer.  This thinking is not new to change strategy, but it can be difficult to those used to cascade implementations. 

The power of story is very real when combined with honest questions, that is, if you ask the question, you are truely open to hearing and responding fully to the answers. ~ Deb


_______________________


When people make their own decisions, they are more dedicated to what follows.   

_______________________


Excerpts:   


"Conventional approaches to change management urge leaders to set a vision and cascade it down the organization.


When people make their own decisions, they are more dedicated to what follows. The energy needed to drive change comes through a sense of ownership over the answer.


Instead of dictating how the organization will evolve, take a high-involvement approach. Describe the problem you are trying to solve and then ask others how they would address it.


During these discussions, roughly lay out your vision, but ask employees how they picture the change taking place. This takes time and effort of course. But the payoff is huge."


Source:   Harvard Business Review and HBR.org (http:\\www.hbr.org).


Photo credit:  by Jill Clardy

Deb Nystrom, REVELN's insight:

There is never so powerful a change impetus as when the people own the story.  There are many famous quotes on this concept, yet suffice it to say large system change, whole system change, large group methods all are centered in the power of story and how it goes forward.  ~  Deb

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Strategic Agility? FLIP to thrive in our VUCA world: Volatile, Uncertain, Complex, Ambiguous

Strategic Agility?  FLIP to thrive in our VUCA world:  Volatile, Uncertain, Complex, Ambiguous | Change Management Resources | Scoop.it

"If you stand still, you’ll fall behind in today’s VUCA (volatile, uncertain, complex and ambiguous) world. Movement alone, however, doesn’t guarantee success." ~ Liz Guthridge


Great post by Liz!  On her blog, I commented that Liz speaks to a practical tool for VUCA preparedness so well, especially in cultivating a state of strategic agility, a big interest of mine this past year in assisting clients.


Excerpts:

.

By committing to FLIP (focus, listen, involve and personalize), you’re leading from wherever you are. And you’re serving as a role model to encourage others to be active, not passive, about your responsibilities.

.

With #3, INVOLVE, Liz talks about smart-mob organizing, bringing together groups of people for a common business challenge or social change.  This can easily include social media or other technology.

  • Liz is conducting a Best Practice Institute webinar on Change Through Crowdsourcing: How to Use Peer-by-Peer Practices to Transform Organizations on June 19 at 2 pm

.

With smart mobs, you can collaborate and cooperate in new, clever ways faster and more effective than ever before.

.

Rather than be content living with uncertainty and ambiguity in a VUCA world, you’re switching them around. You’re showing “agility” instead of “ambiguity” by seeking “understanding” instead of floundering in uncertainty.


Full post here.

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Demystifying social media, change in big business trends & structuring - McKinsey Quarterly

Demystifying social media, change in big business trends & structuring - McKinsey Quarterly | Change Management Resources | Scoop.it

"A McKinsey trio of writers call out how the vast majority of executives have no idea how to harness social media’s power, as well as how senior leaders can harness it to shape consumer decision making more predictably."


This is relevant as a change resource, as is the commentary on the article, also illuminating, including these two:  


"B2B has certainly been a slow adopter but we’ve seen a dramatic shift in just the last year...."


and


...It is no longer about how your CMO [Chief Marketing Officer] uses social media. It is about “Is your organization social-media ready?“

 

Excerpted:

 

[Social Media] is much more than ...another form of paid marketing, and it demands more too:

  • a clear framework to help CEOs and other top executives evaluate investments in it,
  • a plan for building support infrastructure, and
  • performance-management systems to help leaders smartly scale their social presence.


Companies that have these three elements in place can create critical new brand assets (such as content from customers or insights from their feedback), open up new channels for interactions (Twitter-based customer service, Facebook news feeds), and completely reposition a brand through the way its employees interact with customers or other parties.


The article includes a series of five video narrations, by David Edelman from McKinsey's Digital Marketing Strategy group.

 

Read more via: McKinseyquarterly.com  (may require free membership)  https://www.mckinseyquarterly.com/Marketing/Digital_Marketing/Demystifying_social_media_2958


Via tony whittingham, Deb Nystrom, REVELN
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