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Flow and Emergence: Complex systems organizational map

Flow and Emergence: Complex systems organizational map | Change Management Resources | Scoop.it
"Self-organizing over time" http://t.co/sZ8lSCFgkI - ponderings @ #yellowoffice #future #KM #MOOCdesign #PLE

Via ghbrett, juandoming
Deb Nystrom, REVELN's insight:

For pondering complexity, change and self-organization.  ~  Deb

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ghbrett's curator insight, March 8, 2013 2:28 PM

Another useful diagram to better understand Complex Systems with emergence and self-organization as themes.

Barbara Truman's curator insight, March 9, 2013 8:34 AM

The 2D illustration cannot show an example of time. It is fun to think about the adjacent possibilities that could be illustrated. Perhaps this is what is meant more by complex adaptive systems.If game-based software can be made to support family lifelong learning then an understanding of complex systems is critical. 

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Mount Everest Shows the Danger Of Clinging To Goals: Embrace Uncertainty Like An Entrepreneur

Mount Everest Shows the Danger Of Clinging To Goals:  Embrace Uncertainty Like An Entrepreneur | Change Management Resources | Scoop.it

In 1996 a disaster of historic proportion happened on the peak of Mount Everest. In the entire climbing season, 15 climbers died. Eight of those deaths took place on a single day."


____________________


In the corporate world we’re often focused on achieving our goals at all costs. This eventually reaches the status of dogma.

____________________
     


Journalist and mountain climber Jon Krakauer captured this story in his book “Into Thin Air;” he was on the mountain that day.
    
Krakauer puts part of the blame on the stubbornness of a climbing guide. While there is some evidence to support this claim, most climbers are, by definition, stubborn and arrogant. Yet disasters of this magnitude are rare. 
    
...
In this case the teams encountered a traffic jam at Hilary pass that slowed progression, and disregarded their turnaround time.   ...Members, however, continued on reaching the summit   ...Doug Hansen, a postal service worker from the New Zealand group, was the last to summit. While he made it to the top, the odds were against him ever coming back.

Like seven others, he died on the descent. 

     

...What would it look like to embrace uncertainty?

      

____________________
   
Start with your means.  Don't wait for the perfect opportunity.
   
____________________
      
    

Professor Saras Sarasvathy interviewed forty-five “successful” entrepreneurs and found a disconnect between our thoughts on entrepreneurs as successfully pursuing a goal-oriented approach and reality.

    

"An entrepreneur's ...precise endpoint was often mysterious to them, and their means of proceeding reflected this. Overwhelmingly, they scoffed at the goals-first doctrine of Locke and Latham. Almost none of them suggested creating a detailed business plan or doing comprehensive market research to hone the details of the product they were aiming to release."

  

The most valuable skill of a successful entrepreneur...[is] the ability to adopt an unconventional approach to learning: an improvisational flexibility  [including] a willingness to change the destination itself, [using] a set of principles she calls “effectuation.”

      

 “Start with your means. Don’t wait for the perfect opportunity. Start taking action, based on what you have readily available: what you are, what you know and who you know.”

     

A second is the “principle of affordable loss”  ...— ask how big the loss would be if you failed. So long as it would be tolerable, that’s all you need to know. Take that next step, and see what happens.

        

“The quest for certainty blocks the search for meaning,” argued the social psychologist Erich Fromm. “Uncertainty is the very condition to impel man to unfold his powers.” Uncertainty is where things happen. It is where the opportunities — for success, for happiness, for really living — are waiting.     

Deb Nystrom, REVELN's insight:

As one who faithfully taught purpose, goals and work planning since the 90s, I've learned to revise my thinking post 9-11, in a global, "anti-fragile" (Taleb) age, embracing a different approach to adaptive change.  Now, it is especially important to think like an entrepreneur, to embrace uncertainty, and to get clear about how goals can also be a trap.  
    
This piece illustrates the deadly side of goal-setting, and features one of my favorite entrepreneurial professors, Dr. Saras Saravathy - who has the research goods on how to embrace uncertainty, a bias for action, and how pushing through failure helps create entrepreneurial success.

    
Entrepreneurial thinking is a mindset that can help all of us let go of the industrial age rigidity.  Note that GM is mentioned in the article.   It's worth pondering for what you might choose to do differently, tolerating a certain amount of uncertainty, in your own life, tonight and tomorrow.  


~  Deb 

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Deb Nystrom, REVELN's curator insight, June 25, 2:18 PM

As one who faithfully taught purpose, goals and work planning since the 90s, I've learned to revise my thinking post 9-11, in a global, "anti-fragile" (Taleb) age, embracing a different approach to adaptive change.  Now, it is especially important to think like an entrepreneur, to embrace uncertainty, and to get clear about how goals can also be a trap.  
    
This piece illustrates the deadly side of goal-setting, and features one of my favorite entrepreneurial professors, Dr. Saras Saravathy - who has the research goods on how to embrace uncertainty, a bias for action, and how pushing through failure helps create entrepreneurial success.

    
Entrepreneurial thinking is a mindset that can help all of us let go of the industrial age rigidity.  Note that GM is mentioned in the article.   It's worth pondering for what you might choose to do differently, tolerating a certain amount of uncertainty, in your own life, tonight and tomorrow.  


~  Deb 

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When Change is NOT the Right Thing for Business - Harvard Blog Perspective

When Change is NOT the Right Thing for Business - Harvard Blog Perspective | Change Management Resources | Scoop.it
Ask your customers what they want.
  • Is constant adaptation always the best policy?
  • Do your customers really want you to change?
  • Will change alienate your base?
  • Will you confuse people?
  • What is the cost?
  • Will the change make you vulnerable?


The bottom line:  "Your customers will dictate when and how much to change. Keep asking them what they want (we recommend a formal or informal audit every six months) and keep watching their behavior, since they aren’t always able to articulate their desires. Then change as they do, or just a little bit faster."

Deb Nystrom, REVELN's insight:

This change management perspective is worthy of review for any change leader or facilitator/consultant.  The 5 questions are savvy "change what" questions and highlight that change is driven by staying close to the heart and sensibilities of your customer, even if they cannot articulate what they want.  

Henry Ford said that if he'd listened to his customers, he would have built a faster horse.  However, in one sense, that is exactly what he did.  Then it was up to us to build better roads.

Systems thinking and change, once again.   ~  Deb 

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Deb Nystrom, REVELN's curator insight, April 29, 5:16 PM

The 5 questions are savvy "change what" questions and highlight that change is driven by staying close to the heart and sensibilities of your customer, even if they cannot articulate what they want.  

Henry Ford said that if he'd listened to his customers, he would have built a faster horse.  However, in one sense, that is exactly what he did. Then it was up to us to build better roads.

Systems thinking and change, once again.   ~  Deb 

 

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Moving Beyond Hierarchy - What is Working Now to Lead Through Change?

Moving Beyond Hierarchy - What is Working Now to Lead Through Change? | Change Management Resources | Scoop.it

"Letting people manage themselves actually works."


[It] enables people to control their own destinies... [radical decentralization is] aligned with the urgings of our selfish genes. 

From a market perspective, it’s more efficient and effective. 

From a cultural perspective, virtually every organizational innovation since the Western Electric Hawthorne studies has been aimed at fostering democracy and initiative in the workplace because it’s good for both people and the business. 

Moving to an entrepreneurial organization is just the next step. –from -  Charles Jacobs: Management Rewired


Related tools & posts by Deb:

      

                      

               

                    

Deb Nystrom, REVELN's insight:

Harold Jarche's collection of quotes and readings forecasts the evolution or creative destruction of industrial age hierarchies.
     

Take GM, for instance. It has an embedded, decades old cultural hierarchy that struggles to embrace team concepts, plant by plant. It is just now starting to happen. It affects how decisions are made and can result in problem decisions, cascading to bad press, such as the massive recall now happening.
    

Compare that to Zappos, using holacracy, and those using wirearchy as new forms of leadership.  Zappos started with a completely different baseline for how leadership will be distributed. Time will tell how growth will happen in both companies. ~ D

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Change Management featured at the KM Solutions Showcase™ in Arlington, VA - March 27, 2014

Change Management featured at the KM Solutions Showcase™ in Arlington, VA - March 27, 2014 | Change Management Resources | Scoop.it
From the KM Institute…
   
A reminder about the upcoming KM Solutions Showcase™ Conference & Expo, March 27, at the Westin Arlington
   
The Showcase is a fun, one-day conference covering the hottest topics in Knowledge Management: Change Management, Culture Change, KM Methods; Knowledge Capture & Retention, Taxonomy/Search, and more.
    
It's FREE for all Government and Military, and low-cost for Industry.  Located at the beautiful Westin Arlington, just two blocks from the Ballston Metro Stop.  
    
Includes gourmet boxed lunch, prizes, vendor exhibits, materials and Happy Hour.
   
The Agenda is set, our acclaimed Speakers are booked… and we hope you can join us!  
   
Register soon!  Also feel free to forward to friends/colleagues who may be interested.  Groups are welcome!

The change management track includes me:

Deb Nystrom
President of Reveln Consulting, Deb's expertise and service offering is three-fold: 1) Aligning Data, People, and Passion,
2) Solutions in Change Facilitation and Leadership, and

3) Social Media, to empower Change Leaders, consultants, and coaches, using her popular "Social Media Learning Lab" (SMLL).


Deb will discuss how to FRAME an approach to adaptive, people-centered change and knowledge management.  
Deb Nystrom, REVELN's insight:

I'll be presenting at this KM conference in the change management track.   My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  

Come join us for a good day of learning and exchange in Arlington, Virginia, near D.C.   My other speaking events are:

Recent speaking events are here. ~  Deb 

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Deb Nystrom, REVELN's curator insight, March 17, 11:28 AM

There's still time to attend this one day Knowledge Management conference in lovely Arlington, Virginia.  I'll be presenting in the Change Management track.  My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  ~  Deb

Deb Nystrom, REVELN's curator insight, March 17, 1:24 PM

I'll be presenting at this KM conference in the change management track.   My LinkedIn profile info is here.  Feel free to look at my background or connect with me before the conference.  

Come join us for a good day of learning and exchange in Arlington, Virginia, near D.C.   My other speaking events are:

Recent speaking events are here. ~  Deb 

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Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results

Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results | Change Management Resources | Scoop.it

Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF.  It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.  


It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that...  knowledge can flow in order to foster trust and credibility.

      

______________________________

    

In complex environments, weak hierarchies and strong networks are the best organizing principle.   ...It means giving up control. 

   

_______________________________
       
Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a 
wirearchy.

In complex environments, weak hierarchies and strong networks are the best organizing principle.


....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions. 

Related tools & posts by Deb:


See the companion post about Holacracy, here.


  • 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
     

      

      

 

Deb Nystrom, REVELN's insight:

Holacracies, wirearchies and simply feedback rich cultures are one of the key ways organizations can adapt to disruptive change.  It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations already committing to it, like Zappos, leading the way.  ~  D

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Deb Nystrom, REVELN's curator insight, February 26, 2:50 PM

Holacracies, wirearchies and feedback rich cultures are one of the key ways organizations can adapt to disruptive change, or so it is beginning to look.   It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations. like Zappos, leading the way.  ~  D

Helen Teague's curator insight, March 6, 1:46 PM

well worth the reading time.

BhanuNagender's curator insight, March 7, 7:26 AM

 Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India - http://www.inflatablecostumes.com

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Will 2014 Be Different? 2013 Study - 75% Change Failure Rate continues #Infographic

Will 2014 Be Different?  2013 Study - 75% Change Failure Rate continues #Infographic | Change Management Resources | Scoop.it

 

Related tools by Deb:

     

Deb Nystrom, REVELN's insight:

Another post from change scholar and Aon - Hewitt consultant Ron Koller.  Ron is also offering a change survey / audit for a collaborator organization with at least 500 participants for a pre-mid-post change survey, at NO cost. Ask me for more info if needed.  He has stellar references.  More info here:  http://www.changestudy.com/

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Deb Nystrom, REVELN's curator insight, February 1, 12:23 AM

What change leaders need to get right:   Focus your training and tools on helping managers and keeping the message consistent and fully communicated throughout the organization.  ~  D

BhanuNagender's curator insight, February 14, 1:58 AM

Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India - http://www.inflatablecostumes.com

Deb Nystrom, REVELN's curator insight, February 18, 6:54 PM

This is an helpful infographic for perspective in Agile Learning as well it's original location on ScoopIt:  Change Management Resources.  ~  D

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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.


Related posts & tools by Deb:


    

       

          


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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Shock of the New - 2014 Resistance Timeline

Shock of the New - 2014 Resistance Timeline | Change Management Resources | Scoop.it
Deb Nystrom, REVELN's insight:

This humorous timeline gives perspective and meaning to the shock of change, with a nod to Alvin Toffler, author of the classic Future Shock.   


The quote shared is also meaningful, in the context of looking at your own adapt-to-change abilities and those of your peers:
"Every man is a creature of the age in which he lives, and few are able to raise themselves above the ideas of the time." - Voltaire


Related posts & tools by Deb:





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Deb Nystrom, REVELN's curator insight, February 1, 12:33 AM

This quote applies:    "Every man is a creature of the age in which he lives, and few are able to raise themselves above the ideas of the time." - Voltaire

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Culture’s Critical Role in Change Management

Culture’s Critical Role in Change Management | Change Management Resources | Scoop.it
A new survey shows that when executives fail to focus on culture, their change initiatives founder.

________________________________


    

...it is easier to act your way into a new way of thinking than it is to think your way into a new way of acting.


  
________________________________


Excerpted:  ....those who work with and within their existing culture to change critical behaviors have more success than those who try to change their culture.

     

Said another way, it is easier to act your way into a new way of thinking than it is to think your way into a new way of acting.


....Overall, change initiatives are only adopted and sustained about half the time, our survey shows. But when companies tap into the energy and emotional commitment that are bound up in their cultures, change initiatives are far more sustainable.

Deb Nystrom, REVELN's insight:

More about Booz Allen's approach to change management within culture is in their report:    2013 Culture and Change:  Why Culture Matters and How it Makes Change Stick.  ~  D


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Dr Pam Hill's curator insight, December 20, 2013 10:15 AM

Culture is also important in school districts and school buildings.  It's essential that leaders understand how to bring about long lasting change through the development of a culture that supports the evolution of learning practices!

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Changing Structures and Behaviors at Walgreens

Changing Structures and Behaviors at Walgreens | Change Management Resources | Scoop.it
When your strategy shifts, you may need to redesign your organization as well.


…We recognized that [our] command-and-control approach [was] outdated. ...We were missing the richness of empowering [our people] to come up with solutions on their own.



In the past, we had really strong policies and procedures, but our model didn’t allow for innovation or empowered customer service.


...Now, the way we do things is different. At the store level, we don’t want employees to simply complete tasks. We want them to come up with new ideas, and new ways of helping the customers.


This requires a big shift in leadership. Our model of the ideal executive has gone from an authoritative leader who could get new stores up and running fast, to an engaged leader who can hold people accountable, develop them, and manage them.


….A big part of the redesign was to help employees understand how this was different from what they did before.


…Under the new system, leaders are evaluated and bonuses are set according to three key critical areas: financial results, team member engagement, and customer service. There’s also a percentage that accounts for community engagement and events…and another component to accountability: managing under-performers.


There’s a huge change-management effort to make sure the initiatives are sustainable, and we’ve spent about US$30 million on training alone, with more to come. However, a year into the implementation phase, the results are promising. In our pilot program, we went from the bottom 25 percent to the 95th percentile in our engagement survey results.


The Gallup Organization, which measured the results for us, actually thought the numbers were wrong because they’d never seen such a big improvement in one year. We’ll have the next results after the full rollout in 2013.


Source:  http://www.strategy-business.com/article-full-preview/00195

Deb Nystrom, REVELN's insight:

The performance system cited here is individually based, still a bit traditional, yet Walgreens has made a huge leap from their by-the-numbers original growth only strategy.  It's a good case study of how a 240K member organization decided to implement enterprise and corporate strategy through tactical changes.  ~  Deb

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Change Thought Leaders ~ Webinar Archive | NEXUS 4 change

Change Thought Leaders ~ Webinar Archive | NEXUS 4 change | Change Management Resources | Scoop.it

This is a useful collection of webinars, handouts and materials from thought leaders via Nexus 4 Change.  Examples:

  • Whole System Transformation, A Fireside Chat with Harrison Owen (Open Space Technology), 
  • Future Search 
  • and more.
Deb Nystrom, REVELN's insight:

I attended the insightful and affirming webinar with Harrison Owen.   There is much to mine here.  Great resource!  ~  Deb

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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 | Scoop.it

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


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.

          

    

      

        

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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Moving From a Network of Silos to Data-Driven Collaboration

Moving From a Network of Silos to Data-Driven Collaboration | Change Management Resources | Scoop.it
If you work in marketing, you may have spent a good portion of your life in meetings and status phone calls for the projects you are working on.


...there are multiple ways to combat these challenges,

  • from simple learning loops being instituted organizationally-wide, 
  • to enterprise portals to showcase vendors, projects, best practices, and results of company-wide marketing initiatives. 

There is no one-size-fits-all solution, but key tenets around collaboration, platforms, and governance that can help get it off the ground.



With the evolution of social business tools, adoption, and the changing of the workforce, we are naturally heading from an enterprise of silos to an enterprise of connected data-driven collaboration.


Via janlgordon
Deb Nystrom, REVELN's insight:

Does the illustration deliver on the collaboration concepts along with the source article?   It will take more than a changing of the guard.  ~ D

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Djebar Hammouche's curator insight, August 16, 2013 3:18 AM
Moving From a Network of Silos to Data-Driven Collaboration
Deb Nystrom, REVELN's curator insight, November 1, 2013 11:49 AM

This illustration seems well-paired. better together, with a recent business intelligence post on this curation stream.  ~  Deb

Deb Nystrom, REVELN's curator insight, November 7, 2013 10:29 AM

The curation comments and full article are very insightful moving toward data-driven collaboration, making this one of the first articles on my curated curation "Best of the Best" news, drawing from:  
 

  • Agile Learning,
  • Careers,
  • Change Leadership Watch,
  • Innovation & Institutions,
  • People Data,
  • Motivation,
  • Talent and Performance Development,
  • and the Social Media Learning Lab.


I'll be using the new ScoopIt & MailChimp service to deliver a list of 6-8 Best of the Best items monthly via email to those who let me know their interests via DebNystrom@Reveln email and/or signing up on Reveln Tools..


Your email will NEVER be shared with or sold to others, you can unsubscribe at any time.  MailChimp is a respected purveyor of high integrity email list practices.


~  Deb

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Lead Through Personality Complexity: Enough with Change Resistance Already!

Lead Through Personality Complexity:  Enough with Change Resistance Already! | Change Management Resources | Scoop.it

People don't resist change, they resist being changed. Enough with regurgitating this awesome quote, start THINKING about what it means!


______________

...there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.

______________


...Explore the symptoms of resistance:


[Try] using David Kersey’s Temperaments combined with the stages of Satir:

  • Satir Change Model Stages: Old Status Quo, Foreign Element, Chaos, Transforming Idea, Practice and Integration, New Status Quo.  This model explains how people respond to change physically, psychologically and logically.
David Kersey’s Temperaments (Carl Jung based):

  • SP (Artisans): Live for the chaos! Love the excitement... inventing problems that might not exist so they have “something to solve.
  • SJ (Guardians): Fight to preserve the status quo because it’s familiar...because they don’t want to dive into chaos until they know every possible detail of the change
  • NF (Harmonizers): Help people through the pain of chaos...Will want to not implement a change if it’ll upset the ‘herd.’
  • NT (Rationals): Fly through the change when it appeases their logic and moves on to the next change before anyone else has integrated the first change.


...Imagine...a team with people [with] competing preferences trying to make sense of an Agile transformation? How about if you have Artisans [the author of this piece - Jason Little] keeping the organization in a constant state of chaos?    ....Now I realize it isn’t “the other people”, it’s my approach.  


 ...I need to know when to push, and when to lay off...and I didn’t even touch the hundreds of cognitive biases that affect how people respond to change. 


...you cannot put a budget and schedule on change, there’s no way to “ensure” everyone is progressing through the change at the same rate and same intensity.



Related tools & posts by Deb:

             

     


Deb Nystrom, REVELN's insight:

Leading through complexity is an essential element of change management.  This post  is a good reminder of the layers of difference in change adoption - useful for Jungians - and the MBTI familiar  (Myers Briggs, Keirsey) as well as those using similar personality tools.  


It's also a good reminder for leaders, who know the nuances of any personality assessment.  It highlights that your perspective is quite limited.  Different perspectives of those on your leadership team, if they are diverse and helpful in their differences, and speak up, is of great value in true leadership teamwork.  ~  D

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Philippe Vallat's curator insight, May 19, 5:06 PM

Because complexity management has something to do with emergence, and emergence leads to change...

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Brain Based: 4 Factors That Distinguish Change Management Successes From Failures

Brain Based: 4 Factors That Distinguish Change Management Successes From Failures | Change Management Resources | Scoop.it

Many MANAGEMENT GURUS, ACADEMICS and CEOs are writing on change, yet there is a difference between theory and actual change. ...When successful change occurs, employees feel like authors not objects of change. They feel fully invested, accountable and energetic about the future, regardless of challenges.


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Change only happens when we are engaged with others ...Only when our "brain-hardwiring changes" do we change.

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...many companies embarked on Re-engineering, Total Quality and Lean Manufacturing. However ...these approaches often failed. The energy ...was a top-down compliance approach...


Yet there were successes.   ...The key lies in understanding change from a brain-based perspective...change is a process "we" do together... 

 

Examples:


Scar 3: Change is head, heart and soul   Solution 3: Storytelling


Scar 4: Speed of change   Solution 4: Navigational Communications  ...navigating scenarios from many perspectives to arrive at practices and rituals that "we" all embrace


Photo:  by Daniele Oberti, Flickr CC


Deb Nystrom, REVELN's insight:

Good, practical concepts here, including the one about, "We underestimate people's need for dialogue in order to feel comfortable regarding the new changes."  In an earlier comment, I mentioned that a change colleague said we under-communicate by a factor of 4 in change projects. ~  D

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larry costello's comment, May 15, 4:11 PM
For successful change you must have engagement, there's no engagement without trust.
Brett Bearfield's comment, May 15, 8:10 PM
I am not sure I fully buy into the comment that "these approaches often failed"....GE and several other companies have demonstrated progress here, I have 7 lean/black belts on my team who have been very effective in driving change in the Pharmacy. That being said, the practice (at least for us) that has proven results is getting our front line associates engaged AND ensuring that we call them by name as the people who made it possible. Good Lean professionals understand to defer the credit and watching the people grow is their reward.
Louis Fernandez MD's comment, May 15, 9:46 PM
Engagement starts by giving all the stakeholders a say in how and what to change. Most of the questions that we are facing as an organization have the answers in the front lines. The associates that operationalize the work see where the inefficiencies, confusion, and barriers lay. They also have the best perspective to suggest how to improve the process. The storytelling that has been mentioned in the articles and the post is the vehicle to set change in motion and give it direction. Everyone like to listen to stories because they can inspire and motivate us. Why is it that the story developers are usually very removed from the front lines where the problem lives? Why do we have remote teams try to fix problems that they do not experience first hand? Think we need to answer these before we move on.
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What's the real finish line? Prosci's 2014 research report features sustainability, reinforcing actions

What's the real finish line?  Prosci's 2014 research report features sustainability, reinforcing actions | Change Management Resources | Scoop.it

From Prosci's Best Practices Benchmarking report - "The data is clear - organizations that are planning and resourcing for reinforcement are more likely to meet or exceed project objectives than organizations that neglect this critical step in the change process."


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Only 44% reported that resources were allocated to reinforcement and sustainment activities

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Participants in the 2013 benchmarking study were asked if reinforcement and sustainment activities were planned for as part of their projects. Sixty-one percent of participants planned for these activities.

   

Participants were also asked if project resources were allocated to the reinforcement and sustainment activities. Only 44% reported that resources were allocated to this effort.

   

Participants who allocated resources to reinforcement and sustainment activities reported greater success rates on their projects.  [Data collected] shows that 60% of participants who allocated resources to reinforcement and sustainment activities met or exceeded project objectives, compared to 53% of those who did not allocate resources to reinforcement.

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...we are often already moving on to the next change...reinforcement efforts can often fall
short.
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...reinforcement can be difficult because once a change is finished, we are often already moving on to the next change. It takes concerted effort and time to make sure a change "sticks" - and given the scarce resources and change saturation that many organizations face, reinforcement efforts can often fall short.
         
We see this scenario playing out in the data. A little more than half of organizations are planning for reinforcement and sustainment activities, but fewer than half are dedicating resources to this effort.
      
The data is clear - organizations that are planning and resourcing for reinforcement are more likely to meet or exceed project objectives than organizations that neglect this critical step in the change process.


Deb Nystrom, REVELN's insight:
The race is not over when reaching the early finish line of a change project's objectives.  The second leg of the race,  is a marathon finish line that is the more important for a change to truly be fully implemented:  funding sustainment and reinforcing the change as real, "yes this is a permanent" change.  


Including resources to sustain change is often overlooked in change projects, and can becomes a part of the ubiquitous change project 70% failure rate.  

Helping people with reinforcing systems in the new behaviors is essential.  Remember the classic William Bridges model starting with endings and then the neutral zone.  Continue to provide a solid foundation for new beginnings to fully take root. 

Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

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Deb Nystrom, REVELN's curator insight, March 25, 10:35 AM

When planning resources for a change project, it's important to include resources to sustain the change, which is often overlooked and then becomes a part of the ubiquitous change project 70% failure rate.  

The race is not over when reaching the early finish line of a change project's objectives.  There is a second leg of the race, a marathon finish line that is the more important for a change to truly be fully implemented:  funding sustainment and reinforcing the change as real, "yes this is a permanent" change.  


Helping people with reinforcing systems in the new behaviors is essential.  Remember the classic William Bridges model starting with endings and then the neutral zone.  Continue to provide a solid foundation for new beginnings to fully take root.

Put another way, make sure you make it to the real finish line, with behavioral results and other people connected measures, not just the one on a project plan or in an administrators report. ~ D

Deb Nystrom, REVELN's curator insight, May 6, 3:54 PM

Is this obvious?  According to the research, it is not! ~ D

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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.

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.
                 
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, 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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Leading and sustaining a nimble organization: Interview with Daryl Conner, 2014

Leading and sustaining a nimble organization: Interview with Daryl Conner, 2014 | Change Management Resources | Scoop.it

Excerpted, via Gail Severrini & the Change Whisperer:

The authors of the current  Innosight study, “Creative Destruction Whips through Corporate America,” offer a warning to executives: “At the current churn rate, 75% of the S&P 500 will be replaced by 2027.”

....The Innosight study also proposes three questions that the CEO and executive committee should ask themselves. I found the second question to be arresting: “How fast do we have to change to maintain our position within our industry?”


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It is about creating and sustaining an organizational DNA that views change as a constant...

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It is about creating and sustaining an organizational DNA that views change as a constant, as part of the daily activities of leaders, managers, and employees.
     

How are Strategy Realization Offices different than conventional Project Management Offices and how an SRO can contribute to building a nimble organization?


We built the Strategy Realization Office structure to give leaders two things: oversight on their most strategic imperatives and line of sight on benefits realization.


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There is always strategic change in organizations. ...We need permanent structures to manage it. ~ Daryl Conner

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Conventional PMOs are assembled on project funding and adjourned on installation. This kind of timing mindset does not serve leaders who need to manage continuity of business performance all the way through to full realization of the initiative’s promise.

   

There is always strategic change in organizations. It is a fact of life now. We need permanent structures to manage it.


Deb Nystrom, REVELN's insight:

Whether they are called strategic focus areas or 

Strategy Realization Offices, leaders need information to help them guide their focus on their strategic imperatives and help them continually clarify their line of sight on getting to the benefits of their change promise and plans, allowing for course corrections along the way.  ~  D   

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Deb Nystrom, REVELN's curator insight, February 21, 11:31 AM

Replacing  "75% of the S&P 500 ...by 2027" is a huge pointer to what our learning is and needs to be for the months and years ahead.  ~  D

Richard Platt's curator insight, February 25, 9:36 AM

I only wish that more companies understood that this Change Thing is a requisite for corporate survival and thriving,....but many are just too afraid to change the way they think about change, let alone manage and be a leader with it....Too bad the market punishes those companies that don't embrace it.

BhanuNagender's curator insight, March 7, 7:27 AM

 Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India - http://www.inflatablecostumes.com

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A Change Audit Reveals Blind Spots in Failing Change Initiatives

A Change Audit Reveals Blind Spots in Failing Change Initiatives | Change Management Resources | Scoop.it

Often feedback from teams via a “Change Audit” surprises the change leader who's dream is brutally subjected to a reality check of the gap between his teams’ actual involvement in the change and his perception of their participation.


How does a change leader become the victim of such “blindness?” 


Excerpted Reasons  (underlined items mine - DN):

 

1) The “organisation-focused” change leader - caught up in complex organisation diagrams – clutters of circles and rectangles – which he juggles in search of the best combination.

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...the change leader, had not looked back...the engine had forged ahead under full steam, all alone.

     

_________________
    
 

…This manager’s collaborators had not followed him. They had allowed him to go off on his own, without really understanding him, ...And he, the change leader, had not looked back. He had failed to check – on a regular basis – whether the train cars of change were properly hitched to the engine. And the engine had forged ahead under full steam, all alone.


2) The “speeder” change leader [In one case]…driven by a powerful urge to conquer - the “Change Audit” immediately triggered his fury, so great was the gap it revealed between the positions of his closest collaborators and his own dynamism.
       

3) The “autistic” change leader Top Management …had failed to create confidence in it. …The best way to do that is to connect them solidly through real, effective and complete communication, from top to bottom and from bottom to top, involving all those concerned with the change.

   

Read the ToolBook full post here.
    
 

Related posts & tools by Deb:

     

     
    
     
Deb Nystrom, REVELN's insight:

As posted in an earlier Scoop on this stream, communication in change initiatives is usually under-resourced by a factor of four.  With this change audit approach, there is an opportunity to reconnect the cars on the change train.

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Smart Risk, Without HandCuffs to Free Your Innovation Culture

Smart Risk, Without HandCuffs to Free Your Innovation Culture | Change Management Resources | Scoop.it
To foster an environment of smart risk-taking, leaders should use guardrails, not handcuffs.


Examples from the list of 7 strategies for defining guardrails:
   

1. Define smart vs. stupid risks. Every leader’s level of risk tolerance varies, but some amount of risk is essential to innovation. 


3. Encourage experimentation. ...give the go-ahead for “managed experimentation” ...resource boundaries...and have the small team that’s in charge share the results of the experimentation phase with a larger team upon completion.

7. Celebrate smart risk-taking. The Tata Group, a global conglomerate, hosts an annual “Dare to Try” awards, which celebrates the idea that failures often lead to groundbreaking innovations. This type of public acknowledgement that every big bet won’t pay off fuels a spirit of smart risk-taking among its employees.


Within your own organization, you can use the company’s intranet, e-letters, and Twitter account to showcase individuals who take smart risks. By identifying them, you publicly reward the person/team and provide a company-wide reference point for acceptable risk-taking. 


Related posts & tools by Deb:


Deb Nystrom, REVELN's insight:

Useful pointers & examples from the Booz&Co. bloggers on how to define the guardrails vs. manager bottlenecks and handcuffs.  To see a future without managers at all, check out:   

Zappos says Goodbye to Bosses & Bureaucracy - Hello to Holacracy

~  D

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Pascal Vedel's curator insight, January 7, 3:38 AM

A very good paper on how to encourage "adequate" risk taking in an organization

Un très bon billet sur les moyens d'encourager la prise de risque "pertinents" au sein d'une collectivité

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Accenture's Cost Cutting Change Plan at University of Michigan

Accenture's Cost Cutting Change Plan at University of Michigan | Change Management Resources | Scoop.it

Early [in November] university administration rolled out the “Workforce Transition” phase of its “Administrative Services Transformation” (AST) plan.

    

...50 to 100 staff members in the [University of Michigan] College of Literature, Science, and the Arts (LS&A) departments were informed that their positions in HR and finances (out of an anticipated total of 325) would be eliminated by early 2014.


Outside consultants [Accenture], none of whom actually visited individual departments for any serious length of time, reduced these positions to what they imagined as their “basic” functions: transactional accounting and personnel paperwork.

      

Read more: http://www.insidehighered.com/views/2013/11/25/essay-impact-applying-corporate-values-higher-education#ixzz2nzY6rXNn 

     

From another source, also published in Inside Higher Ed:
        
...Nineteen department chairs in the College of Literature, Science and the Arts -- the largest college on campus -- wrote a Nov. 1 letter to senior administrators protesting an “air of secrecy” around the effort and raising concerns that longtime staffers, particularly lower-income women, would be hurt by the changes, either because of layoffs or pay cuts. In response, senior Michigan officials wrote a Nov. 14 letter acknowledging they were “not sensitive or consultative enough in the planning and communication of this initiative.”

     

Source:  http://www.insidehighered.com/news/2013/11/21/u-michigan-tries-save-money-staff-costs-meets-faculty-opposition
      

Related posts by Deb:
    

       

          

    

UM Law Quad arch photo by  Phil Roeder

Deb Nystrom, REVELN's insight:

Sounds like overpromising and underdelivering, by quite a lot.  According to McKinsey consulting: many cost-reduction programs are "illusory, short lived, and at times damaging to long-term value creation."  Their own research concluded that only 10% of cost reduction programs show sustained results three years later.


Through my network, I heard there was confusion, moving goals, and all around strangeness, including the staffing of interviews for this planned reduction.  Also, jobs targeted are held by many over-40 low to mid-wage earner women.  


From the AST's information page (FAQ), besides Accenture, there were two other consulting firms:

      

  • The university is working with Accenture, a global consulting company, on the AST Finance and Human Resources Shared Services initiatives, and Global eProcure and Huron Consulting Group, two firms that specialize in helping organizations transform their procurement operations to achieve substantial savings, on the strategic sourcing initiative.


The change & communication process for the reductions program also excluded the faculty voice, a rare, unexplained move compared to many program & change planning efforts affecting faculty.   This may stand as another cautionary tale about communication during change, which usually is under-planned and under-resourced by a factor of four in most change efforts.

    
 
~  Deb

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Why Change Management Research Fails, Moving the Cheese Perspective

Why Change Management Research Fails, Moving the Cheese Perspective | Change Management Resources | Scoop.it

"Personality gets all the headlines while context [for change]  is ignored."


...The challenge is that the researcher needs to define (bound) the change.  By defining the change, the researcher limits the amount of people he or she can send the survey to.  Researching a particular change, rather than change in a general sense, is not without its own set of challenges, but that is for another post.


- See more at: http://www.howtochangemanagement.com/2013/10/why-change-management-research-sucks.html#sthash.xkvnrn6g.dpuf


Related posts by Deb:
     

Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems   

          

Two Tried & True Change Models – Evergreen for Agile Change

        

Messing up a Change Implementation with Someone Else’s Learning Culture?

Deb Nystrom, REVELN's insight:

Getting the type of change right, as well as knowing the right questions to ask, is a part of increasing the liklihood of success in planning and adjusting to change along the way.  ~  Deb

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Top Speakers in OD Change Management this Weekend, Benedictine University

Top Speakers in OD Change Management this Weekend, Benedictine University | Change Management Resources | Scoop.it

Speakers include:


  • David L. Cooperrider, Ph.D.,  the Fairmount Minerals Professor for Social Entrepreneurship at the Weatherhead School of Management at Case Western Reserve University
    
  • W. Warner Burke, Ph.D.,  the Edward Lee Thorndike Professor of Psychology and Education at Teachers College, Columbia University

     

  • Janine Waclawski, Ph.D., vice president of human resources for PepsiCo’s commercial and corporate functions

    

  • Dalitso Sulamoyo, Ph.D., the president and CEO of the Illinois Association of Community Action Agencies, a membership organization of 40 nonprofits and public entities that serve communities and economically challenged citizens of Illinois.



Deb Nystrom, REVELN's insight:

It's good to see who's on the list for this event in Illinois and what it implies for OD and Change Management.  ~  Deb

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Change Warriors: They Master Four Solutions

Change Warriors: They Master Four Solutions | Change Management Resources | Scoop.it

Many management gurus, academics, and CEOs are writing on change, yet there is a difference between the theoretical and academic, and actual change


...top-down compliance approach[es], where the senior team determines the new direction, strategies and mission. In some cases, after much effort, leaders give up or lose energy.

Some even find that people are more disillusioned than before.

Yet there are successes -- when leaders become 
Change Warriors and not Change Worriers.


Related posts by Deb:

   
    




Via the Change Samurai
Deb Nystrom, REVELN's insight:

Where does the academic meet the practical? This  is a helpful summary on getting past traditional change barriers and includes co-creation as a key element. ~  Deb

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Abolishing Myths: 7 Levers to Achieve High-Performance Culture

Abolishing Myths:  7 Levers to Achieve High-Performance Culture | Change Management Resources | Scoop.it

Culture is hot. ...we have observed a markedly increasing emphasis on culture.   Case studies are how to achieve sustaining transformational change via  Boston Consulting Group


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Leaders ...want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond. 

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Leaders trying to reshape their organization’s culture are asking: How can we break down silos and become more collaborative or innovative? Others, struggling to execute strategy, are wondering: How do we reconnect with our customers or adapt more proactively to the new regulatory environment?


Leaders overseeing a major transformation want to know how to spark the behaviors that will deliver results during the transformation—and sustain them well beyond.


Those involved with a postmerger integration grapple with how to align the two cultures with the new operating model—and reap the sought-after synergies.


And those simply seeking operating improvements often ask: How can we become more agile? Accelerate decision making? Embed an obsession for continuous improvement throughout the organization?


Via Vicki Kossoff @ The Learning Factor
Deb Nystrom, REVELN's insight:

The Boston Group full article highlights a path through complexity, featuring, Corference Board style, a list of levers:  1) Leadership, 2) People and Development, 3) Performance Management, 4) Informal Interactions, 5) Organization Design, 6) Resources and Tools, 7) Values (beliefs, ideas, norms.)  


It reminds be very much of the venerable 7S McKinsey model that I've referenced for years that stands the test of time.  ~  D

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Keith Meyer's curator insight, June 12, 2013 6:23 PM

Transformational and Culture change in business have become the focus on how to keep an Organisation on top of it's game.

John Wade: Coach; consultant; mentor's curator insight, September 29, 2013 5:23 PM

Some great insights into why some organisations are better able to implement and leverage change better than others.

Harish Maru's curator insight, March 6, 8:17 PM

Culture in an organisation reflects the values of the society. For example in India society is paternalistic. In business context it will result in limiting some person or group's liberty or autonomy for their own good.

 

How an Indian business organisation leverage this value to achieve high performance? It will be futile to go against this social norm.