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Thriving in the Project Age
Anything that concerns project-oriented activities, employee engagement and servant-leadership, including my writings and conference materials
Curated by Claude Emond
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Rescooped by Claude Emond from Just Story It! Biz Storytelling
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Why Any Leader Should Embrace Story Listening Before Storytelling

Why Any Leader Should Embrace Story Listening Before Storytelling | Thriving in the Project Age | Scoop.it
“What I’ve seen is a leader doesn’t start with storytelling, they start with story listening.” -John Maeda, Design Partner, KPCB During the past two years, B2C as well as B2B marketing leader…

Via Karen Dietz
Claude Emond's insight:

Listening, the lost skill without which collaboration and real progress are impossible. I just realize that all the things I propose now (on engagement, change management, changeboxing, agile, etc.), all are based on listening first, something I have myself to  learn to do better. 

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Zeb WATURUOCHA, PhD's curator insight, October 31, 2014 1:00 AM

It is true that if you don't listen to me, I will not listen to you though I might pretend to be listening because you are my boss.

Raymond Godding's curator insight, October 31, 2014 4:01 PM

Leiders die beweging tot stand willen brengen, beginnen met luisteren voordat ze gaan vertellen. 

Rescooped by Claude Emond from Change Management Resources
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How Change Courageous Are You? The “Serving Two Masters” Trap

How Change Courageous Are You?  The “Serving Two Masters” Trap | Thriving in the Project Age | Scoop.it

...an overlooked statistic tells quite a story.  If only 14% believe that “everyone” is responsible for change success, how can the whole system change? Answer … it doesn’t.


...Change Agent Moment of Truth

In theory, internal consultants are neutral. In reality, many HR executives feel threatened by internal OD consultants to the point that I’ve witnessed OD consultants fired for their successes.

     

The dilemma is all about the question, “who do you serve?”

Stop the insanity of blaming the change recipients & start holding up the mirror for you, whether you are a change agent or change leader.

   

If you level the playing field, give a voice to the silent majority, and really confront change leaders and fellow change agents with their contributions to the status quo, you just might be part of the 20% instead of the 80%.

Related tools & posts by Deb:

         

  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools.

    

    

    

       
  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.

 


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, July 27, 2014 7:09 PM

Regardless of the mixed statistics about how many change initiatives fail, Ron Koller's key point about only 14% believing change is everyone's role is quite telling.   
   
Do you agree with the change roles and the in/out "everyone" is responsible for change comparisons?  

   

Moreover, in my conversation with Ron Koller recently about courage and the OD / Change Agent, have you found ways to be successful when you "level the playing field, give a voice to the silent majority, and really confront change leaders and fellow change agents with their contributions to the status quo?"

   
~ Deb

 

Rescooped by Claude Emond from Change Management Resources
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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 | Thriving in the Project Age | Scoop.it

Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, February 1, 2014 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

InflatableCostumes's curator insight, February 14, 2014 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, 2014 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

Rescooped by Claude Emond from Change Leadership Watch
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Transform from Industrial Age Design: BetaCodex - Turn Your Company Outside-In!

How to build a devolved cell structured organization and leave the old, slow and bureaucratic structures behind.

Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, August 7, 2014 1:08 PM

The Beta Codex network has the thinking and design that will help us finally leave old command and control structures, individualistic thinking behind.  Scientific management had its day, back in the 1950's in wide open economic markets.  In competitive, global, digitally powered, high speed markets, hierarchy is so last century.   It's time to change to agile, cellular design that is as adaptable as the next mobile phone operating system.  ~  Deb 

Rescooped by Claude Emond from e-Xploration
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Learning for a #Change | The 10 #Challenges of Change

Learning for a #Change | The 10 #Challenges of Change | Thriving in the Project Age | Scoop.it
Ten years ago, Peter Senge introduced the idea of the learning organization. Now he says that for big companies to change, we need to stop thinking...

Via luiy
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luiy's curator insight, February 11, 2014 8:33 AM

Sidebar: The 10 Challenges of Change

 

In "The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations," Peter Senge and his colleagues identify 10 challenges of change. Grouped into three categories -- challenges of initiating change, challenges of sustaining momentum, and challenges of systemwide redesign and rethinking -- these 10 items amount to what the authors call "the conditions of the environment that regulate growth."

 

 

CHALLENGES OF INITIATING CHANGE

 

"We don't have time for this stuff!" People who are involved in a pilot group to initiate a change effort need enough control over their schedules to give their work the time that it needs.

 

"We have no help!" Members of a pilot group need enough support, coaching, and resources to be able to learn and to do their work effectively.

 

"This stuff isn't relevant." There need to be people who can make the case for change -- who can connect the development of new skills to the real work of the business.

 

"They're not walking the talk!" A critical test for any change effort: the correlation between espoused values and actual behavior.

 

 

CHALLENGES OF SUSTAINING MOMENTUM

 

"This stuff is . . ." Personal fear and anxiety -- concerns about vulnerability and inadequacy -- lead members of a pilot group to question a change effort.

 

"This stuff isn't working!" Change efforts run into measurement problems: Early results don't meet expectations, or traditional metrics don't calibrate to a pilot group's efforts.

 

"They're acting like a cult!" A pilot group falls prey to arrogance, dividing the company into "believers" and "nonbelievers."

 

 

CHALLENGES OF SYSTEMWIDE REDESIGN AND RETHINKING

 

"They . . . never let us do this stuff." The pilot group wants more autonomy; "the powers that be" don't want to lose control.

 

"We keep reinventing the wheel." Instead of building on previous successes, each group finds that it has to start from scratch.

 

"Where are we going?" The larger strategy and purpose of a change effort may be obscured by day-to-day activity. Big question: Can the organization achieve a new definition of success?