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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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…We recognized that [our] command-and-control approach [was] outdated.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


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Deb Nystrom, REVELN's insight:

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

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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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The Irony of Empowerment in Change: Kotter Theory vs. Practice

The Irony of Empowerment in Change:  Kotter Theory vs. Practice | Change Management Resources | Scoop.it

As I thought about Push in the context of Kotter's model, I imagined the table you see above.  

In most "less than successful" change projects, the Tops drive steps 1, 2, and 3.  Step 4 is the Tops using HR or Communication to PUSH "their" change downhill.  


________________________

I found it ironic that what Kotter envisioned as empowerment is often the stage where resistance takes over.
________________________

Because participation is normally restricted in steps 1, 2, and 3, the Middles & Bottoms lack ownership.  People support what they help create.  People do NOT support what they do NOT help create.  

I looked at Phillip's (McKinsey early 80s) change management model and thought about Kotter's 8 steps.  This is what it looks like to me:

- See more at: http://www.howtochangemanagement.com/2013/05/kotter-theory-vs-practice.html#sthash.04w2HumJ.dpuf

Deb Nystrom, REVELN's insight:

I found Ron's chart very direct, humorous and a bit sobering.  How does it match your change project stories?  ~  Deb

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Harry Cannon's comment, July 30, 2013 3:59 AM
Perhaps some see Kotter's steps as a formula? Follow the steps and it will work. But missing the poont about real and honest engagement and listening.
Deb Nystrom, REVELN's comment, July 30, 2013 10:12 AM
Yes, Harry, exactly! There are also communication problems in being too formulaic, Ron's companion post just added.
Deb Nystrom, REVELN's curator insight, November 7, 2013 11:17 AM

Ron has a helpful series on understanding how to fully use a change model for change leadership.  Both he and I are of the "Whole Scale Change" school of engagement for change, via the late Kathie Dannemiller, a respected consultant formerly from Ford and the University of Michigan. 

Ownership and productive tension of leadership at all levels can make a real different if change readiness and culture change are in the context of what is next and needed for your organization.


From Change Management Resources ~  Deb

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Good Resistance, Bad Resistance: How can you tell?

Good Resistance, Bad Resistance:  How can you tell? | Change Management Resources | Scoop.it

When you think of an employee who is resistant to change, what comes to mind?  ....research on constructive resistance is on the rise.


Positive deviance is the scholarly term for constructive resistance.  The technical term is "constructive deviance," however deviance is so associated to criminal activity, I wish they had picked a different term (Warren, 2004).  They mean deviation from the norm, but the way.

Conflict is probably the easiest type of constructive resistance to tackle in this post.  Groupthink theory (Janis, 1972) posits that a LACK of conflict is bad for a project's performance.


See more at:   http://www.howtochangemanagement.com/2013/06/good-resistance-bad-resistance.html#sthash.MsRgKept.dpuf

Deb Nystrom, REVELN's insight:

One of Ron's recent post on understanding the true nature of resistance.  ~  Deb

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Tools Review ~ And Change: Beyond Performance Management (40 Tools)

Tools Review ~ And Change:  Beyond Performance Management (40 Tools) | Change Management Resources | Scoop.it

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."


As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

  • "What problem are we trying to solve?” 

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.
 

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.
Deb Nystrom, REVELN's insight:

As this book fits measurement and planning, it should also be a great resource for anyone working through change.  Not doing may be smarter than doing when it comes to using certain approaches and tools.  ~  D

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Harry Cannon's curator insight, July 2, 2013 8:07 AM

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!
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Kotter Theory vs. Practice : Empowerment Meets Resistance

Kotter Theory vs. Practice : Empowerment Meets Resistance | Change Management Resources | Scoop.it

From Ron Koller's change blog:  


[In Kotter's model] ~ Step 4 is the Tops using HR or Communication to PUSH "their" change downhill.  


I found it ironic that what Kotter envisioned as empowerment is often the stage where resistance takes over.

Because participation is normally restricted in steps 1, 2, and 3, the Middles & Bottoms lack ownership.  People support what they help create.  People do NOT support what they do NOT help


See more at: http://www.howtochangemanagement.com/2013/05/kotter-theory-vs-practice.html#more

Deb Nystrom, REVELN's insight:

Top heavy change doesn't work.  ~  Deb

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The Eight Super-Adaptable Life Forms That Rule Our Planet

The Eight Super-Adaptable Life Forms That Rule Our Planet | Change Management Resources | Scoop.it
As the most intelligent and technologically advanced species on Earth, we humans like to think that we own the place. But evolutionary success can be measured any number of ways. As evolutionary biologist Stephen G.


Take a look at the ants, #3:

Their evolutionary success has been attributed to their highly coordinated social organization, an ability to modify habitats, exploit resources, and defend themselves.

 

Nearly 12,500 species have been identified, but it's thought that as many as 22,000 species may actually exist.

 

Ants have also colonized virtually every landmass on Earth, and may comprise anywhere from 15 to 25% of the total terrestrial animal biomass. Put another way,  ~ there are more ants on this planet by weight than all humans combined.

Deb Nystrom, REVELN's insight:

These top 8 Life Forms have something "anti-fragile" about them, particularly #3, the ants, considered a super-organism because of their " hive-mind composition.  


I think there are take-aways here that can help any change project.  ~  Deb

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Thoughts on Post Merger Integration ~ What Works, Culture, Leaders, Staffing

Thoughts on Post Merger Integration ~ What Works, Culture, Leaders, Staffing | Change Management Resources | Scoop.it

14 large-scale global PMI projects in my career, each one spanning 3-5 years. Inevitably, I found 4 major fish on the plate each time:


1) The impact of corporate cultural diversity on the merger.

   

2) The differences in national and ethnic cultures involved in the merger

  

3) The “change of power” political dynamic on the part of the acquired,  and the need to stablise and align an effective power structure.

  

4) The competence of managers handling the complex labour of integration of units, processes and people.

  

While it is very lucrative to do many cross culture seminars in the early PMI phase, this not the way to start.

Deb Nystrom, REVELN's insight:

I always enjoy and learn from Allon's perspective on what works during major change, especially with respect to culture shift and change.  ~  D

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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).


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:

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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More Commitment isn't Always Better : Change Management Success

More Commitment isn't Always Better : Change Management Success | Change Management Resources | Scoop.it

"Researchers found that more affective  commitment is NOT better.  They found that affective commitment (i.e. desire for a change) has a ceiling. "


Researcher Ron Koller finds that "human behavior is not linear.  While you may think that is an obvious assumption, it is this linear mindset that drives change management failure."



Deb Nystrom, REVELN's insight:

I'm quite intrigued by this concept of overcommitment "burnout."  Are you?  There is a parallel in performance management and performance development that I'll blog about soon. ~  Deb

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Change Management Research Studies

Change Management Research Studies | Change Management Resources | Scoop.it

Some theorists maintain that commitment to change and resistance to change are linked: “resistance to change and commitment to change are not separate but related change management issues representing a continuum.“


As the polar opposite of resistance, other theorists have argued for 3 types of commitment.

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Salima Hemani's curator insight, April 17, 2013 10:47 AM

Useful multidimensional model for understanding the complex human response to change...

Djebar Hammouche's curator insight, April 24, 2013 9:52 PM
Change Management Research Studies
Chris Ringer's curator insight, June 16, 2013 9:31 PM

Based on my experience, inactivity, apathy, and indifference are more concerning and stronger derailment factors than even overt noncompliance or agressive resistance. It would be interesting to plot these behavioral responses on a bell-curve during an organizational change initiative, as I think inactivity would be at the peak of the curve with few true Resistors or Champions; therefore, it is more important for change managers to effect change with the Inactives than anyone else.

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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 Virtual Global Coaching
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


______________________

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

______________________


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 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: pragmatic support for law firm leaders'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, 2014 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.

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Kotter Change Communication Gap > One-Way Traffic Doesn't Motivate Change

Kotter Change Communication Gap > One-Way Traffic Doesn't Motivate Change | Change Management Resources | Scoop.it

For the past 20 years, corporate communication specialists have tried as hard as they can to tailor the message to the frontline... Unfortunately, this violates the Platinum Rule of Organizational Change:


Change is a threat when done to me,
but an opportunity when done by me.


Managers often say, "but when I get everyone together to hear their perspective, it devolves into a complaint session." This brings us back to the Golden Rule of Organizational Change:


If you're not getting the response you need, 
change the stimulus. (YOU)


...this means "ask better questions" and/or structure your meetings to move beyond the complaints to a constructive place.


- See more at: http://www.howtochangemanagement.com/2013/07/kotter-change-commuication-gap.html?utm_medium=facebook&utm_source=twitterfeed#sthash.HP9c7pKP.dpuf

Deb Nystrom, REVELN's insight:

Participative processes throughout a project make a huge difference here.  See the next  post for an example of the new and changing management structures for how and why.  


(Originally posted on the Science of Motivation curation stream.) 


~  D


PS:  If you are in an organization that uses yearly performance appraisals, that may be a big indicator of the problem.

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Deb Nystrom, REVELN's curator insight, July 30, 2013 10:06 AM

If the meetings are structured by those without participative change expertise, the results may be what is described on Ron's change website.


Involvement and engagement is not for the inexperienced with process tools and results.  

Those who ARE deeply experienced with vision, strategy, project development and execution may NOT have the expertise for engaging in a to z two-way communication
 through all stages, to overcome the low success rate with change inititatives.


 ~  Deb

Harry Cannon's curator insight, August 1, 2013 10:04 AM

Managers need facilitation skills, a clear purpose and an honest ear.

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3 Key Partners in Change Management Execution

3 Key  Partners in Change Management Execution | Change Management Resources | Scoop.it

There are three basic key players in strategy execution: the leader, the program manager and the change management lead.

What if we partnered?

It all starts at the beginning.


....It might open productive conversations and whole new working relationships with them. They may want to negotiate a few parameters in the beginning to get comfortable with this dynamic, but that should be quite achievable.

Deb Nystrom, REVELN's insight:

Great stuff from Gail on execution success focused on roles & relationships => partnering to deliver & sustain.  ~  Deb

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Harry Cannon's curator insight, July 21, 2013 4:29 PM

Collaboration in programme change. Why is this not the norm yet?

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Business Intelligence is very important yet rarely implemented where it matters

Business Intelligence is very important yet rarely implemented where it matters | Change Management Resources | Scoop.it

"...it was surprising that most organizations are primarily focused on delivering information to upper management and to business analysts."


We believe that everyone makes decisions and that information should be delivered to all stakeholders, including all operational and front-line employees, partners, suppliers and customers. Such wide adoption ensures that you are maximizing your information capital to ensure transformational change in your organization’s performance.


While we pay lip service to adoption and the ease of use of BI, we seem to fail to understand the multitude of users and continue to maintain an analyst-centric worldview of what is important, to whom information matters, where our information has the largest impact, and the best paradigm and UI to deliver information.


- See more at: http://www.informationbuilders.com/blog/rado-kotorov/13349#sthash.VkxpgK75.dpuf

Deb Nystrom, REVELN's insight:

This looks promising in what they hope to accomplish at all levels of the organization, tied to tranformational change.  

I found this post while reseaching performance management tools, circa 2013.  Many such tools appear to be 1970's even 1950's vintage.  

Business intelligence seems to be hamped by hiearchical thinking and horizontal silos.

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Five myths of Org Change that Get In The Way of Success

Five myths of Org Change that Get In The Way of Success | Change Management Resources | Scoop.it

Via Virtual Global Coaching
Deb Nystrom, REVELN's insight:

Helpful myth busting and change planning.  ~ Deb

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Anne Landreat's curator insight, June 28, 2013 5:42 AM

5 beliefs that mean that ‘change management’ can actually hinder change within an organisation:

1. You can’t implement the change until you have thought through every step and have every possible question answered

2. You can control communication within the organisation about  change

3. To communicate about change is to engage people with the change

4. Planning makes things happen

5. Change is always disliked and resisted

 

 So, what is the alternative?Many new approaches that focus on achieving collaborative transformation are emerging such as Appreciative Inquiry, Open Space and World Café.

 

These approaches recognise organisational change as a collective effort, as a social process that can be inspiring and dynamic with leaps of understanding as well as being messy and confusing at times.

 

They work with the best of the human condition – the importance to us of our relationships, our imagination, our ability to care and to feel and to create meaning in life. In this way they release managers and leaders from the impossible responsibility of foreseeing all possibilities and instead liberate the organisation to find productive ways forward in an ever-changing organisation landscape, together.

Vinny Smith's curator insight, July 25, 2013 7:05 AM

Pragmatic and realistic honesty about how change really happens in organisations.

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Beyond Resilience, Building AntiFragile Organizations, REVELN

It is about resilience? Or is it about learning how to be Anti-Fragile, a term coined by Nassim Taleb to describe natural or organic systems, things that need some dose of disorder in order to develop.


For example, deprive your bones of stress and they become brittle. Are our HR and organizational system destined to decline, are exist in a mediocre state due to their structure? 


Other antifragile Scoops:


          


Deb Nystrom, REVELN's insight:

This is my own slide share for a recent presentation on change, adapting using both Nassim N. Taleb's "Anti-Fragile" concepts and Adam Grant's work on Givers, Matchers and Takers.   The full blog post here here:


Thanks for visiting.  I'm curious on what you think of these combinations of concepts.  Comments welcome!  ~  Deb

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Organizational Mythologies

 "Organizations create mythologies that become part of the culture.They are stories with great impact.   But they are still just stories.  Blind acceptance of mythologies costs money, morale, and motivation."

How do these mythologies impact your organization?


Organizational Mythology #1 - Working with people requires "Soft Skills“.


Organizational Mythology #2 - Leaders are made, not born.  


Organizational Mythology #3 - Training changes organizations.


Organizational Mythology #4 - All projects are created equal.


Organizational Mythology #5 - Power is bad. 


Organizational Mythology #6 - The greatest organizational myth of all:     Bad leaders can change.


Related posts by Deb:  

   

   
       



    Deb Nystrom, REVELN's insight:

    Worth a look.

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    Deb Nystrom, REVELN's curator insight, June 12, 2013 1:14 PM

    Jim's perspective is well grounded in understanding how change really works, as you'll be able to tell by his reasoning and evidence.   I particular reasonate with #3, 4 and 6.   ~  Deb

    Djebar Hammouche's curator insight, August 16, 2013 3:23 AM

    Organizational Mythologies

    Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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    Yahoo to Buy Tumblr for $1.1 Billion

    Yahoo to Buy Tumblr for $1.1 Billion | Change Management Resources | Scoop.it
    Yahoo’s move aims to make up for years of missing out on the growth of social networks and mobile devices.


    Excerpts:


    The deal would be the largest acquisition of a social networking company in years, surpassing Facebook’s $1 billion purchase of Instagram last year.


    Tumblr has over 108 million blogs, with many highly active users.

    For Yahoo and its chief executive, Marissa Mayer, buying Tumblr would be a bold move as she tries to breathe new life into the company. The deal, the seventh since Ms. Mayer defected from Google last summer to take over the company, would be her biggest yet.


    It is meant to give her company more appeal to young people, and to make up for years of missing out on the revolutions in social networking and mobile devices.


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    Deb Nystrom, REVELN's curator insight, May 20, 2013 11:05 AM

    The 7th and biggest deal - Yahoo acquisitions.  The stock market is not liking it --today that is. 


    Now the biggest challenge yet, for Marissa Mayer,culture change at Yahoo AND smart connection with the hip, youthful Tumblr and their 108 million blogs, with many highly active users.  Wordpress watching at the gate.

    I do like my venerable, old fashioned Flickr.com photo account. Yet if well handled, the coolness of Tumblr could make a good things happen at Flickr.  Challenge:  the account owners are quite a bit different.  ~  Deb

    Deb Nystrom, REVELN's curator insight, May 20, 2013 3:08 PM

    More change bound to show soon if this biggest, hip buy of Tumblr has any effect on the venerable Yahoo. ~ Deb

    Rescooped by Deb Nystrom, REVELN from Blue Sky Change
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    The 5 Step Blueprint Of Successful Organisational Change

    The 5 Step Blueprint Of Successful Organisational Change | Change Management Resources | Scoop.it
    The 5 step process allows leaders to look at the change from a number of different perspectives

    Via Virtual Global Coaching
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    David Hain's curator insight, May 4, 2013 3:12 AM

    Nice thinking from Christina Lattimer.

    Harry Cannon's curator insight, May 4, 2013 3:09 PM

    Some useful thoughts on assessing a change situation.

    Scooped by Deb Nystrom, REVELN
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    10 of the worst examples of management-speak

    10 of the worst examples of management-speak | Change Management Resources | Scoop.it

    "Steven Poole drills down into the strangled vocabulary of office jargon.  Only if you have the core competencies will you be able to action the key deliverables ..."


    The less said of the mouth-full-of-pebbles construction "actionables", the better.

    Deb Nystrom, REVELN's insight:

    Ridding ourselves of bureaucratise will help us better connect to making a difference. ~  D

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