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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Preach to Your Choir, Critical Mass in Change Depends on Follower Networks - John D. Adams

Preach to Your Choir, Critical Mass in Change Depends on Follower Networks  - John D. Adams | Change Management Resources | Scoop.it

Professor John D. Adams helps us understand some of the “soft” barriers to change and how to chart a path toward change by developing a critical mass of supporters for the desired change.

Change leadership is only half of the story. A movement for change requires followers, ...they rarely show up and commit to the change without considerable effort on our part.

Adams offers us some insight into three major barriers to effectively cultivating enough followers to get your change off the ground:

 

1) The auto-pilot mindset:   Adams reminds us that this is why, even when we agree that a change must be made, we often don’t follow through with a new way of doing things. 

 

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…training is not the goal. The goal is the goal.

   

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2) Bias toward training:   Of course, training is essential for change .  However, the training does not accomplish the change — it simply lays the groundwork.   …Confusing the training with the change is a common mistake.


The training is not the goal. The goal is the goal.

 

3) Absence of support for novelty management: Change automatically brings …uncertainty…anxiety…distress…surprise, unfamiliarity, uncertainty.  …Many leaders forget to support people through the emotional challenges that novelty can bring. 
 

People will need new information, a chance to learn new skills, time to develop attitudes and values that support the change, and rewards for adopting the change. Being deliberate and patient in these areas will help speed the change along.

     

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PREACH TO YOUR CHOIR. ... “...creating a critical mass of people …who will ensure that the change process becomes self-sustaining.” 

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Perhaps the most important message Adams offers is this: PREACH TO YOUR CHOIR....it is actually “the most important mechanism for creating a critical mass of people who are solidly behind a change program and who will ensure that the change process becomes self-sustaining.”


…the easiest path is to start with those who are willing to get on board immediately. Don’t take them for granted; stay focused on them to build momentum.


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Deb Nystrom, REVELN's insight:

I was not familiar with John D. Adams' work, until yesterday.  His tools for understanding stress, transition (similar to William Bridges) and change is useful and may resonate with change practitioners who like to review models that may provide a useful reminder of the basics or clarify common mistakes in change leading.
   
Besides, if there is one thing that provokes curiosity to change and OD practitioners,  it is discovering a model and/or perspective that may shed light in the dark corners of the mysteries of leading change successfully.
   
As I was offering programs in stress in the early 80s, 9-10 years later than Adams.  He started offering health and stress workplace programs and coaching in 1975.

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Agile Learning for Sustainable Change: Steps through the Sharp Rocks

Agile Learning for Sustainable Change: Steps through the Sharp Rocks | Change Management Resources | Scoop.it
You’ve probably experienced it, that uncomfortable feeling of letting go of something tried and formerly true without knowing what is coming next. Welcome to the Neutral Zone, coined by chang...


For now, consider that the middle state of letting go to enter the Neutral Zoneincludes building improved learning agility, a developmental process as we:


1) UnLearnlet go and prepare to accept something new,

2) Adapt, pilot and test new thinking and behaviors, and

3) Demonstrate New Learning (accept and refine new behaviors.)


A great metaphor for developing agility in learning can be found in rediscovering, and perhaps fully clarifying former misunderstanding of the classic change management research of Kurt Lewin. With credit to researcher Ron Koller, Lewin’s more nuanced, elegant original change work is diagrammed below.  His work has been oversimplified over the years as simply:  


1) Unfreeze,

2) Moving (Change), and

3) Refreeze2 (into the new state. )


See the full diagram of Lewin's original interrupted time series design in the full post here as well as what is key from Lewin and other change research.


Photo credit:   VinothChandar

Deb Nystrom, REVELN's insight:

This is one of my own posts in which I have the delight of uncovering a deeper, clearer understanding of the original change work of Kurt Lewin, as well as offering a Learning Agility perspective connected to current stories, Bob Johansen's VUCA perspective and Bridge's classic transitions work (a two-parter.)  


Thanks for stopping by!  ~  Deb

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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Change Management Resources | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

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Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

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In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

  • take a break from their normal day jobs
  • creatively solve problems and drive change
  • Include a balance of individual contributors and managers, directors and vice presidents
  • agree to leave their titles behind when participating on the Guiding Coalition
  • knows that they will need to do this work in addition to their day jobs
  • collectively identify and guide key business initiatives to accelerate NetApp’s growth
  • evangelizes their change vision and drive a sense of urgency into the organization
  • serves for a period of one year
   

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.

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Crossing Over the Change Readiness Bridge with Resistance, to Implementation

Crossing Over the Change Readiness Bridge with Resistance, to Implementation | Change Management Resources | Scoop.it

How about a step beyond the change agents and focusing on the people who matter most, frontline employees and managers, in working through change transition?


Read about the study that provides a conceptual bridge from change readiness (pre-change) to change implementation (post-change).


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Deb Nystrom, REVELN's insight:

More helpful scholarly work from Ron Koller on making it through the change process, from readiness to and THROUGH implementation. - Deb

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Change and Endings: Letting Go and Acceptance before New Beginnings

Change and Endings: Letting Go and Acceptance before New Beginnings | Change Management Resources | Scoop.it

"Successful transition through endings is a necessary skill these days. A William Bridges classic gives insights into helping endings succeed." 


This is one of my own posts on a popular summary of Bridges' work on the differences between change and transition:


  • How to help endings be successful
  • Access to a downloadable Bridges model article
  • Get the strategies list for successful endings


Excerpts:


Sometimes an ending is a major, transformative revelation for a business, such as when CEO Darwin Smith exclaimed they needed to shut down the paper mills leading the shift to a new way of doing business.  


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"It isn't the changes that do you in, it's the transitions.


...Change is external, transition is internal."  


William Bridges


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Successful endings:

   

   
  • Allow you to enter the Neutral Zone (like the Black Forest) of transitions and change, according to William Bridges
   
Read the full article here.  The downloadable model is on Deb's TOOLS page here.
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Deb Nystrom, REVELN's comment, November 24, 2012 1:02 PM
Thanks for sharing this Harry. :-)