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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Systems in Action: Collaboration and the Internet of Everything ~ Cisco

Systems in Action:  Collaboration and the Internet of Everything ~ Cisco | Change Management Resources | Scoop.it

Change is constant. And technology has always been about change and convergence. "This is a wide ecosystem where everyone can participate and benefit."


Massive, global-scale change occurring now is happening at rates faster than anyone ever predicted.

How Big is “Everything”?

The Internet of Everything will create $14.4 trillion in value at stake through the combination of increased revenues and lower costs in just the next ten years – creating an opportunity to increase global corporate profits by an estimated 21% over the next decade.


The five main factors fueling this value are:


  • Asset utilization: $2.5 trillion in reduced costs
  • Employee productivity: $2.5 trillion in greater labor efficiencies
  • Supply chain and logistics: $2.7 trillion through eliminating waste
  • Customer intimacy: $3.7 trillion through addition of more customers
  • Innovation: $3.0 trillion through reducing time to market
    

Collaboration ties in throughout these factors. This is a wide ecosystem where everyone can participate and benefit: Small businesses, enterprises, service providers, system integrators, device makers are all critical to building out the connections and scaling experiences across every industry.

 

Deb Nystrom, REVELN's insight:

This is the promising side of big data and collaboration.  What do you see in your categories of cost & benefit and abundance in this thinking?  ~  Deb

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Forget About Influence And Change Management, It's Time To Lead A Revolution!

Forget About Influence And Change Management, It's Time To Lead A Revolution! | Change Management Resources | Scoop.it

"There’s a reason why revolutionary movements so often originate in closed systems like college campuses."


You don’t need to convince everybody, just a local majority.  Once you’ve attained that, the idea can spread to other clusters through the strength of weak ties and before you know it, the movement is gathering steam.

Majorities don’t just rule, they influence, to a much greater extent than most people would think.

...Also, the strength of your community isn’t a function of the number of your followers, but in their relationship to each other.  Once again, it’s not the nodes, but the network that’s really important.

Deb Nystrom, REVELN's insight:

This is thoughtful, systemic approach that challenges change myths.  ~  Deb

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Pascal Vedel's curator insight, May 2, 2013 1:57 AM

Aim for revolution rather than for change management ? Better suited for politics and social life than for private companies and management, I think. But who knows?

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Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned

Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned | Change Management Resources | Scoop.it

"After facing difficulties attempting to transform a group of twelve skilled people into a self-organized agile team, Ove Holmberg learned some valuable lessons on what it takes to implement agile within an organization."


Excerpts:

1. Decide if Agile Is Right for Your Organization
The agile mentor is one tool for building up this knowledge if you are not sure or need facts or success stories to support your approach.


The agile mentor...builds up your confidence as an agile manager and helps you take small agile steps toward your self-organized team and your new role as an agile manager.  ...(Get) an agile mentor early on in the project. 

2. Get Managers’ Buy-in with Data
The State of Agile Development Survey 2010 (Version One) states that the top two reasons for companies not fully adopting agile methods are: “management opposed to change” and “loss of management control.”  

3. Get an Excited Team; Get Rid of the Slackers
...I should have formed my new team. ...I discovered the biggest defect in agile: It is assumed that people, by default, are skilled, disciplined, and willing to self-organize. The real world isn’t so.  

    

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Deb Nystrom, REVELN's insight:

Hindsight in Agile implementation tends to be a valuable change management resource or any similar change. ~ D

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What is change management? (Mount Rushmore version) : Change Management Success

What is change management? (Mount Rushmore version) : Change Management Success | Change Management Resources | Scoop.it
The Mount Rushmore of Change Management
- the big four:  John Kotter, Daryl Conner, Linda Ackerman Anderson & Jeff Hiatt

From Daryl Conner, a two-part definition including:

  • Its focus in not on "what" is driving change (technology, reorganization plans, mergers/acquisitions, globalization, etc.),
  •  but on "how" to orchestrate the human infrastructure that surrounds key projects to that people are better prepared to absorb the implications affecting them. 
Deb Nystrom, REVELN's insight:

This is a clever way to make a point about the origins of Change Management, definitions and to set the context for where it has ended up today.  ~  Deb

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Deeply fortifying: How to establish high quality connections

Deeply fortifying: How to establish high quality connections | Change Management Resources | Scoop.it
Disrespectful behaviour and their effects...can be changed by establishing what Dr. Dutton calls “high quality connections ”or HQCs for short.

What a way to look at a tipping point for behavioral change, from abundance instead of from deficiency.

According to researcher Jane Dutton from the University of Michigan, disrespectful engagement depletes energy and thus motivation and commitment and may lead to burnout.

In the journal Stanford Social Innovation Review, she illustrates some cases of disrespectful behaviour and their effects, and then outlines how such behaviours can be changed by establishing what she calls “high quality connections”.

These pathways are (excerpted):
  • Respectful engagement: being there ...and really listening.
  • Task enabling: help another person being successful, ...find out what other person’s goals are.
  • Building trust: making the first step that signals that you are ...trustworthy
  • Playing: inviting the other person for a kind of game
 
Deb Nystrom, REVELN's insight:

The cut-e ScienceBlog has captured a helpful summary of Professor Jane Dutton's 4 minute video clip and her journal article on what high quality connections are, why they are worth striving for, and the pathways to building them.

Click on the title to access the video and to listen to Jane's talk and to see the references.  ~  Deb

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Love change, Pivot through. Quotes on Innovation.

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

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


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

_______________________

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

_______________________


Gail says:


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

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


We change the product all the time.”


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


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

Deb Nystrom, REVELN's insight:

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

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How to See Progress in Your Change Implementation and Adapt

How to See Progress in Your Change Implementation and Adapt | Change Management Resources | Scoop.it
Deb Nystrom, REVELN's insight:

If you or a colleague are:

  • are in an organization with 100+ staff and,
  • are launching or experiencing a change implementation, and
  • are interested in data-driven adjustments to your change strategy and tactics


Contact Ron Koller, the author of this change post, to learn about his free and/or low cost change surveys (with published results) that could greatly assist your knowledge of what's working and what isn't in your change implementation, so that you make be better able to make agile adjustments.  


Click here for more information on your potential Change Study's details.   

Also, a free report that summarizes some of Ron's initial research is here on his companion Change Management site.


 You can also contact me for general questions.  


~  Deb

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Transformational leaders and change: What's the Collective Purpose in the Process?

Transformational leaders and change:  What's the Collective Purpose in the Process? | Change Management Resources | Scoop.it

Transformational leaders and change:  ...If your workers won't change, maybe you should.

Through their behavior, transformational leaders, foster change as an element of education, growth, experimentation, and, ultimately, change acceptance. This bears fruit in the minds of our employees: 

  • psychological freedom,
  • engagement in the thinking parts of the job, and
  • systematic organizational approval.


________________________

..It's the human touches, combined with all the formal systems that build confidence." ...be positive and avoid negativity, get to know people.


________________________


Transformational leaders are intuitive experts at motivating followers to see the collective purpose of their jobs. Understanding purpose should be a sought after identifier for members of any organization, whether the boss-types comprehend it or not.


Source:   http://t.co/kyBESMLC)    


Related articles by Deb:


Deb Nystrom, REVELN's insight:

Rank and yank performance metrics, "human capital" jargon, cycles of reorganization, no wonder cynicism is a continuing visitor at the performance & results table.  


The psychology of modeling the change personally to build collective purpose is worth a look.  ~  Deb

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5 Characteristics of a Change Agent

5 Characteristics of a Change Agent | Change Management Resources | Scoop.it

"Individuals that are successful as catalysts for change embody similar characteristics." 


Excerpts from a post by author George Couros:


1.  Clear Vision – and be able to communicate that clearly with others ...[and] tap into the strengths of the people you work with and help them see ...many ways to work toward a common purpose.


2. Patient yet persistent – ...many can get frustrated that change does not happen fast enough and they tend to push people further away from the vision, then closer.  ...change agents ...help to make sure that people are moving ahead.


3. Asks tough questions –...It is when people feel an emotional connection to something is when they will truly move ahead.  ...help people think, don’t alleviate that by telling them what to do.


4.  Knowledgeable and leads by example –...leaders have “character and credibility”...they ...can show by example  ...you have to not only be able to articulate what that looks like, but show it to others.


5. Strong relationships built on trust – ...approachable and reliable ...and not be afraid to do what is right, even if it is uncomfortable. 


Photo by visualpanic.

Deb Nystrom, REVELN's insight:

Set in a school setting, this helpful list applies to the change agent role in a variety of settings, shared from lessons learned by George Couros, a principal of "Innovative Teaching and Learning" for a school division.  ~  Deb

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There’s No Such Thing as Leadership? Using Pull, Influence and Open Space vs. Power

There’s No Such Thing as Leadership?  Using Pull, Influence and Open Space  vs. Power | Change Management Resources | Scoop.it

How many times has the question been asked, “What is management vs. what is leadership?”  Peter Drucker gets clear, "There's no such thing as leadership."

Deb Nystrom, REVELN's insight:

This is my blog post on Peter Drucker's surprising admission, Open Space leadership events, social media and Agility.  Just a few things to think about.  ~  Deb

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Agile Empathy of the Experts Turbocharge Interdisciplinary Team Collaboration => Results

Agile Empathy of the Experts Turbocharge Interdisciplinary Team Collaboration => Results | Change Management Resources | Scoop.it

"...only certain kinds of people thrived in the unpredictable world where clients might ask an almost infinite set of questions."


Diversity and T shaped people


Excerpted, Paraphrased:


Working on innovation requires experience of team members and of their leadership mainly when where the combination of various disciplines is an unquestionable necessity such in the area of health.
 

Take:

  

  • People with different backgrounds and experiences who are also experts in a specific area?
   
  • To collaborate ...gather forces in two dimensions:


Plot out:


  • The vertical axis, each team member is able to answer questions specific of a discipline or area of work.
    
  • The horizontal axis ~ the ability to generate empathy and move through a common language. 

   
This is translated into opening, in curiosity, optimism, a tendency to learn by doing, and for experimentation => Those are “T” shaped people. 

  
Those are able to show a desired future, and build a path for its accomplishment.

   

...Management consultants long ago realized that only certain kinds of people thrived in the unpredictable world where clients might ask an almost infinite set of questions.

   

McKinsey and Company came up with the idea of hiring what they termed ‘T-shaped’ people.


People with deep analytical skills (the vertical stroke of the T) but also broad empathy toward those other skills and disciplines encountered in business (the horizontal stroke of the T).


These highly adaptable, rapid learners turned out to be ideal management consultants.”

Deb Nystrom, REVELN's insight:

The "T” shaped = "highly adaptable, rapid learners" which sounds like aspects of the characteristics of agile learning to me, an asset to change facilitators & project leaders.  ~  Deb


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6 People You Need in Your Corner For a Great Team for Change - Forbes

6 People You Need in Your Corner For a Great Team for Change - Forbes | Change Management Resources | Scoop.it
Nothing incredible is accomplished alone. You need others to help you, and you need to help others.

  

With the right team, you can form a web of connections to make the seemingly impossible practically inevitable."

  

Her post on leadership team roles includes the roles of the:

   

  • Instigator, (pictured)
  • Doubter,  (Awareness, Problems, "The first step to a solid strategy)
  • Example,  (Been there, done that, Knowledge)

    

as well as the:

  • Cheerleader,
  • Taskmaster, and the
  • Connector.
  

Deb Nystrom, REVELN's insight:

For any change project, when using an advisory, transition and/or implementation team, who's on it and their ability to shift perspectives & deal with complexity makes all the difference. 


Diverse strengths in team members has been central to what I've seen in project implementation success in over 20 years of facilitation work.


For team growth, I suggest the MCG > Membership, Control & Goal series > which includes a post on Belbin (TM) team roles:


   
   

 

~ Deb


PS:  In my @Agile_Change twitter stream today, "I'll take a great team over a great individual anyday - in sports and in business. #leadership" from @DarrenHudach.    Oh yeah.


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Classic to New: Learning Agility is Change Mastery

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

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

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Deb Nystrom, REVELN's comment, January 25, 2013 5:43 PM
@Paul, thanks for the share.
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Rutgers, Universities, Bias: 3 Things That Cause Ethical Breakdowns and How Timing Counts

Rutgers, Universities, Bias: 3 Things That Cause Ethical Breakdowns and How Timing Counts | Change Management Resources | Scoop.it

"Tensions among senior staff in universities seem to be making the news on a regular basis. Examples include leader strife at Rutgers (blame), Penn State (cascade failure to deal with a crime) and University of Virginia (abrupt leadership goings and comings.)"

At the time of this post, we have the breaking story of not only the firing of a Rutgers basketball coach because of abusive behavior  of his players, as shared widely on video, but also high level conflict of senior university administrators over who is responsible.


The interviews and documents reveal a culture in which the university was far more concerned with protecting itself from legal action than with protecting its students from an abusive coach.


Source:  The New York Times



_____________________________________



…we are biased in every single situation. There’s no such thing as objectivity. ~ Erin White 



_____________________________________

Leaders are the ones who set the tone.  They can also easily miss things in the complexity of the organizational system.  Enron, Johnson and Johnson, and the classroom cheating examples (listed in the post) are three of the sample stories that provide a good range of how challenging it is to consistently walk to talk of ethics in leadership.


Get the full story here:  



Deb Nystrom, REVELN's insight:

This is one of my own posts, a 2013 updated mash-up from a popular post from 2011 on ethics, trust and consistency, now including references on adaptive systems views of leadership. ~  Deb

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80 Ideas for a Happy Workplace - Learnfizz

The Happy Manifesto sets out a vision of happier workplaces. It is based on what organisations might look like if how they were organised and managed was decided by the people who are managed.


Examples:


Basics 
1. Find a way to delight a customer today
4. Find ways to make working together more fun and sociable


Trust your people

5. Pre-approve: A new approach, a problem to solve – get an individual or group to find a solution and then implement it without checking back with you.
14. Pass the knowledge on to your people, so they don’t need things approved.
15. Have your people write their own job descriptions.
16. Let people choose their own job title (or abolish job titles altogether.)


Make your people feel good

39. Help your people find a real challenge, and support them to achieve it
40. Create a quiet space, where an individual’s presence is trusted, respected and allowed to just be for a while.


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Kotter Enhancement - Phase 2 : Change Management Success

Kotter Enhancement - Phase 2 : Change Management Success | Change Management Resources | Scoop.it

Author Ron Koller describes Kotter's classic article on Why Transformation Efforts Fail provided his "8 Errors" which became "8 Steps."  Standing by themselves, these 8 steps have not curbed the high failure rate.  


However, the steps can add value and lead to CHANGE SUCCESS if enhanced.  This post describes the enhancement necessary to turn Kotter's Step 2 into a winner.  It is based on 20 years of experience with change management success & a few change management failures.  I hope you find it helpful.


Here's a nugget from the full post:

A truly representative advisory group is more powerful than you think.  They are able to use their role as "representatives" to deliver realistic news to the leadership team regarding the employee and middle manager perspective of the change initiative.  


Deb Nystrom, REVELN's insight:

Large group methods and a Whole-Scale change perspective make a SIGNIFCANT difference in the results.  ~  D

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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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Got a Metrics Fetish? Welcome to Alienation of Work

Got a Metrics Fetish? Welcome to Alienation of Work | Change Management Resources | Scoop.it

"Karl Marx created very sophisticated theories of labor value already in 19th century. His view was that capitalistic system will lead to alienation of work. Of course his writings reflected his time..." 

____________________

...Specialization” ...It is the only thing that can happen.

____________________


Excerpts from the post:  


As the company grows and more people are joining in the cooperative processes of product-making, only option to grow is the work division, specialization.




This is needed because of two things: 

  • first of all there are new skills that are needed, 
  • secondly people need to have time to grow their expertise on these matters. 
[It is] specialization” ...It is the only thing that can happen. There will be different functions like marketing, R & D, logistics > inside these functions there are further divisions...

The diagram on this post is of how a software organization might look like from the point of view of alienation.

____________________

Alienation means less dependence to the actual results of the work and more dependence on the abstract knowledge.

____________________

Click the post title to read the full post.

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Deb Nystrom, REVELN's curator insight, March 5, 2013 3:41 PM

"It is curious how often you humans manage to obtain that which you do not want."    ~ Spock in 'Errand of Mercy'


Cultural factors and practices, including possible Organization Development (OD) activities like Open Space and Whole Scale Change conferences may help organizations regain creativity and connection to vision and meaning **WITH** metrics. Some companies can do it and hold on to the alignment. 

Many have it for awhile, then lose it. SouthWest Airlines, for example, has been touted recently as perhaps losing sight of what has made them so unique and resilient in a VERY tough industry.
 

Steelcase, a 100+ year company, continues to reinvent and renew itself. Building something tangible and taking pride in it is probably a major factor, no matter what your role is in the company. Working in the finance industry, being distanced through numbers in ways more than in a typical company, perhaps not so much, being able to grab ahold of the meaning and hold on.   ~ Deb

PS:  I've listed this post on Change Management Resources as well.

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With the Zombies? Choices in the Change Practitioner’s Journey

With the Zombies?  Choices in the Change Practitioner’s Journey | Change Management Resources | Scoop.it

This is the first story in a series featuring Sara taking the path many seasoned change practitioners (Daryl Conner's intended audience) follow as they come to terms with how they work with clients.  It kicks off a provocative, insightful series. 


The basic storyline: 


The hero pursues a series of adventures that takes her beyond the safety of her ordinary life in order to learn some vital lessons important to her and others.


In the process of her odyssey, she leaves her status quo, evolves into a wiser person, and returns to share her insights with those who could benefit.


....Sara had become “comfortably numb” without ever knowing what happened.

 

Sample questions:


  • Have you heard a wakeup call but been reluctant to heed the implications?


  • To what degree has victimization played a part in any disillusionment you feel (or have felt) about your change work?


  • To what degree has sovereignty played a part in avoiding or recovering from being a zombie practitioner?
Deb Nystrom, REVELN's insight:

I zombie-photo-bombed this update ~ just to have some fun with the serious side of change initiatives that tend fall into that 70%+ failure rate abyss.


This is a helpful series from one of the founders of Change Management, Daryl Conner, who writes about what it takes to be alive in the change practitioner's role, considering to what you say "yes"  and to what you say "no" - especially before you become "zombiefied" or perhaps to bring you back from the dead. ~  Deb


Related posts by Deb:

 

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3 Types of Commitment to Change: What creates the best, sustainable success?

3 Types of Commitment to Change:  What creates the best, sustainable success? | Change Management Resources | Scoop.it
Do you experience different forms of commitment in your change experience?  

Do they follow these 3 forms of commitment?
  • Want to = Affective

  • Have to = Continuance 

  • Ought to = Normative
    
Ron's (author & researcher) main line of inquiry will be "which of these forms of commitment result in the highest level of sustainable performance?"

A related post from Deb, with Ron's links included:

Deb Nystrom, REVELN's insight:

If you or a colleague are:


* are in an organization with 100+ staff and,
* are launching or experiencing a change implementation, and
* are interested in data-driven adjustments to your change strategy and tactics


Ron Koller, the author of this change post, is offering free and/or low cost change surveys that could greatly assist your knowledge of what's working and what isn't in your change implementation.


Understanding the nature of change, and making it practical, is the impetus behind Ron Koller's current change study work to complete his PhD.


Contact Ron Koller, the author of this change post, to learn about his free and/or low cost change surveys (with published results) that could greatly assist your knowledge of what's working and what isn't in your change implementation, so that you make be better able to make agile adjustments.

 

For more info contact Ron directly or me for details.  ~ Deb

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I want my next boss to be PAM, Purpose, Autonomy, Mastery

I want my next boss to be PAM, Purpose, Autonomy, Mastery | Change Management Resources | Scoop.it

"Three (3) intrepid law geeks, specializing in  knowledge management, internet marketing and library sciences commented on Bradford Power expertise on process innovation and change."

Excerpt:  

He commented on how change is 10% systems and processes and 90% people. So people is where you should focus your change resources.


Meet PAM:

P = Purpose. Employees that have a known, shared purpose are happier and more motivated, having an understood, shared goal will drive people to success.

A = Autonomy. People, especially in knowledge worker roles, do not like to be micro-managed. They prefer to be given a goal and some resources, along with the autonomy (and responsibility) to get it done.

M = Mastery. People also like to be masters of their domain (ref, Seinfeld). They enjoy being respected as a knowledgeable expert on a given subject.

Deb Nystrom, REVELN's insight:

This simple, clear model helps remind us what makes a change leader different than a control-prone manager, including helping people find clarity of purpose during a change initiative.  ~  Deb

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Apathy Chooses a Flow through Resistance in Change, Not a Continuum

Apathy Chooses a Flow through Resistance in Change, Not a Continuum | Change Management Resources | Scoop.it



Dr. Coetsee reasons that a person begins with apathy, a state that is neither for or against the change.   

Deb Nystrom, REVELN's insight:

Ron highlights Dr. Coetsee's support of Judson's continuum concept with a more organic configuration as a flow model.

Stay tuned for more news of Ron's additional work on the topic of resistance and choice in this flow model, including overcommitment.  

~  Deb

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Deb Nystrom, REVELN's comment, January 25, 2013 5:42 PM
@Luca, thanks for your support and sharing. :-)
Luca Appia's comment, January 25, 2013 9:08 PM
@Deb, thank you too for this articles :-)
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Pain intensifies focus: 10 Principles of Pain

Pain intensifies focus:  10 Principles of Pain | Change Management Resources | Scoop.it

"Pain persists till something changes."  


Excerpted:


Pain intensifies focus. Focus on changing you more than changing others.


Change your:


  1. Willingness to listen.
  2. Advisors.
  3. Attitudes.
  4. Definition of success and failure.

The most challenging changes are inside you. Ever notice how easy it is to focus on changing others? It’s incredibly easy to know what others should do. 


Blame exacerbates pain. Responsibility addresses causes.


Deb Nystrom, REVELN's insight:

I appreciate Dan's post on the human side of change, especially pain, which motivate, sometimes mightily!  


It reminds me of the simple and elegant DVF approach => Dissatisfaction (Pain) X Vision X First Steps > Resistance to Change model from Beckhard, popularized by Kathie Dannemiller.  

More about the DVF change model is on my Tools page here.  


Look for:    

  • Two Tried & True Change Models - Evergreen for Agile Change


Another PAIN related post with tools included:

    

 
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Randy Bauer's comment, April 21, 2013 12:48 PM
Thanks Deb Nystrom. Valuable content with double dose of your site +REVELN and Leadership Freak. I am a physical therapist and have been trained in wellness coaching. Pain and Change are very dependent on each other. I will keep my ears to your Content Wall. Thanks- Randy Bauer
Randy Bauer's curator insight, April 21, 2013 1:01 PM

Your resistance to change, a new habit, decision, or organization direction, can be increased if You do not experience the pain, intensify Your focus, and choose to change Yourself first, before changing others.

Intensifying Your Willpower to Change we must look at the long-term benefit of an action. The action may hurt, or be difficult, but if You only succumb to the short-term high, or ease of the situation, You may never attain that wich is best of You.

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Understanding simple, complicated, complex, and chaos in Systems Thinking

" If you manage a complex organization as if it were just a complicated one, you’ll make serious, expensive mistakes.”


Most of the approaches used to address complex system are approaches for complicated system ( Six Sigma, Balance Scorecard, …).


But how to work in a complex system ?  


According to Gökçe Sargut and Rita Gunther McGrath , they recommend to:
    
· Improve the way you forecast by using tools/models that simulate the behavior of the system. Process Behaviour Chart (see Shewart)
· Improve the way you mitigate risk by minimizing the need to rely on predictions/expectations to experiment, by…
· Make different resource tradeoffs by providing diversity of thoughts and by investing in incremental and small investment in new project/approaches.



They describe some of the essential parts of " a system of profound knowledge" :
  • appreciation for a system, 
  • knowledge about variation, 
  • theory of knowledge, and 
  • psychology. 
     
The system of profound knowledge is a complex system as we've to consider it a a network of interdependent components that work together to accomplish the purpose of the system.
   
The  4 interrelated parts can't be understood if separated from one another.
     
As Deming said : "Rational prediction requires theory and builds knowledge through systematic revision and extension of the theory based on comparison of prediction with observation."(Deming, The New Economics). 
     
The system of profound knowledge is based on the premise that management is prediction.  
    
If we fail to predict what we expect  ("Theory), we fail to predict the results of our experiment to improve, we fail to analyze the results of our experiment and we fail to learn about our system.
     
So we don't improve. 
Deb Nystrom, REVELN's insight:

As many large change projects ARE in complex systems, dealing with forecasts (alternate scenarios included), and risk and resource allocation changes IS key to agile  & appropriate change plans.  ~  D

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Agile Learning for Sustainable Change: Steps through the Sharp Rocks

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


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


1) UnLearnlet go and prepare to accept something new,

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

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


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


1) Unfreeze,

2) Moving (Change), and

3) Refreeze2 (into the new state. )


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


Photo credit:   VinothChandar

Deb Nystrom, REVELN's insight:

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


Thanks for stopping by!  ~  Deb

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