Acting for Change
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People don’t resist change, they resist bullshit

People don’t resist change, they resist bullshit | Acting for Change | Scoop.it
There were some interesting posts the last couple of weeks; all indicating that there is something fundamentally wrong with how organisations measure people's performance. Petervan artwork – detail of 2016 painting on performing Acryl on Canvas   Some examples: Leda Glyptis’ post on the annual appraisal process And her subsequent post about the fake nature of…
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Acting for Change
Progress through Social collaboration, Stakeholder Engagement, Modern leadership, Digital Tools
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Culture and the Real Impact of Change Agents —

Culture and the Real Impact of Change Agents — | Acting for Change | Scoop.it
Traditional ways of work are being transformed by change agents. Or are they? What is the actual impact of change agents on corporate culture change? Is it worth the hype around the flourishing “Transformation” and “Innovation” job titles? First part of my reflections on impact, inspired by the Berl
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Culture and the Real Impact of Change Agents - Part 2 —

Culture and the Real Impact of Change Agents - Part 2 — | Acting for Change | Scoop.it
Overcoming the simplistic opposition between “change” and “resistance to change” is I believe a service that change agents can do to their cause. Besides, change work comes with risks and responsibilities that are important to be aware of. Second part of my reflections on impact and culture change,
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Open office plans have a surprising effect on communication at work —

Open office plans have a surprising effect on communication at work — | Acting for Change | Scoop.it
A Harvard professor's before-and-after data could settle the case for office walls.
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Our Top Infographics of 2018

Our Top Infographics of 2018 | Acting for Change | Scoop.it
A countdown of our top infographics from the last year, including some of our most viewed graphics as well as other hand-picked entries from our staff.
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Ten years of digital transformation and what it tells us. —

Ten years of digital transformation and what it tells us. — | Acting for Change | Scoop.it
Insights from a decade of digital business design. Here’s what we’ve found.
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The Truth About Behavioral Change

The true story behind Twitter’s success belies the conventional wisdom of social networks.
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The Head, Heart, and Hands of Transformation

The Head, Heart, and Hands of Transformation | Acting for Change | Scoop.it
Transformation in the digital era is always-on—and never easy. This holistic and human-centric approach enables organizations to succeed today and thrive tomorrow.
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Employee Perception of Organizational Decision Making

The processes that organizations use to make enterprise-wide decisions often significantly affect the way employees receive and respond executive-level decisions. This paper examines how employees perceive the decisions that executive make. In doing so, it overviews the author's approach to conducting his research, looking at the findings from previously published studies on this topic; it identifies and analyzes results from a 28-question survey administered to personnel in two organizations and defines the concept of "they," the workplace group that the author associates with those who make critical enterprise-wide business decisions. It discusses how one becomes one of the "they," discussing the field's literature on a professional's rise into the ranks of management. It then explains why it is easier to blame others for organizational decisions than to assume a role in the accountability of making business decisions. It also looks at the effects that decisions by "they" can have on an organization's cultu
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Autonomy, Process, and Learning: Principles of Digital Work

Autonomy, Process, and Learning: Principles of Digital Work | Acting for Change | Scoop.it
Shifting to the realities of the digital workplace is not a technical problem. It needs a realignment of mindsets and culture to openly network, move knowledge and learning far and wide.
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Unconscious bias quiz: do you know the facts?

Unconscious bias quiz: do you know the facts? | Acting for Change | Scoop.it
Do you think you’re free from making snap judgements about others based on their age, gender, ethnicity, sexuality or even their appearance and educational background? Think again.
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Drucker Forum 2018: A Major Transformation Of Management Is Already Under Way

Drucker Forum 2018: A Major Transformation Of Management Is Already Under Way | Acting for Change | Scoop.it
The choice for leaders of big old bureaucracies is stark: change or die.
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“When You Get That Wealthy, You Start to Buy Your Own Bullshit”: The Miseducation of Sheryl Sandberg | Vanity Fair

“When You Get That Wealthy, You Start to Buy Your Own Bullshit”: The Miseducation of Sheryl Sandberg | Vanity Fair | Acting for Change | Scoop.it
Harvard Business School invented the “leadership” industry—and produced a generation of corporate monsters. No wonder Sandberg, one of the school’s most prominent graduates, lacks a functioning moral compass.
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Special: Global Peter Drucker Forum 2018

Special: Global Peter Drucker Forum 2018 | Acting for Change | Scoop.it
In the nice atmosphere and surroundings of the Imperial Palace in Vienna, Richard Straub opens up the Global Peter Drucker Forum 2018. Richard Straub presents this years topic: the human dimension to management. Shortly thereafter we are ready to hear the speakers, hoping to take a lot of simple and concrete learnings with us. It’s …
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GM's layoffs can be traced to its quest to turn people into machines —

GM's layoffs can be traced to its quest to turn people into machines — | Acting for Change | Scoop.it
In 1972, an iconic strike at GM's Lordstown plant forced America to confront the human need for meaningful work.
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Big Business Has a New Scam: The ‘Purpose Paradigm’

Big Business Has a New Scam: The ‘Purpose Paradigm’ | Acting for Change | Scoop.it
Multinational corporations are luring millennial workers with empty promises and self-serving slogans.
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8 Leadership Trends That Will Dictate 2019

8 Leadership Trends That Will Dictate 2019 | Acting for Change | Scoop.it
Keep your employees motivated, guided, and engaged by building your people handling skills.
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Bullshit jobs and the yoke of managerial feudalism - Open Future

Bullshit jobs and the yoke of managerial feudalism - Open Future | Acting for Change | Scoop.it
Not since Dilbert has truth been spoken to power in soulless work settings. But the cartoon character’s successor may be David Graeber.
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Stealing, lying, cheating, bullying — people miserable at work do unethical things

Stealing, lying, cheating, bullying — people miserable at work do unethical things | Acting for Change | Scoop.it
Organizational leaders must make people feel positive, respected, safe and encouraged at work, to curb unethical behavior.
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Digital strategy: The four fights companies need to win | McKinsey

Digital strategy: The four fights companies need to win | McKinsey | Acting for Change | Scoop.it
Successful companies need clarity about the demands of digital technologies, strong leadership, agility and bold investments.
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eGrimesDirect's curator insight, December 31, 2018 2:07 PM

You need the right tools and a dynamic strategy

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The Truth About Corporate Transformation

Empirical analysis reveals that conventional wisdom about big, risky change initiatives is often wrong.
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Is Management Humane? Behind The Scenes Of The 10th Peter Drucker Forum

Is Management Humane? Behind The Scenes Of The 10th Peter Drucker Forum | Acting for Change | Scoop.it
Behind the scenes of the 10th annual Global Peter Drucker Forum
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Developing Today's Networked and Digital Leadership

Developing Today's Networked and Digital Leadership | Acting for Change | Scoop.it
Whilst much is said about digital transformation, little is said about the role of leadership in actually succeeding in those transformation efforts. Why does networked and digital leadership matter? What does it mean to be a digital leader? How can enterprise social tools help?
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Research: To Get People to Embrace Change, Emphasize What Will Stay the Same

Employees want to know that “who we are” won’t be lost.
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Omnicom's C Space did a culture audit to address employee morale —

Omnicom's C Space did a culture audit to address employee morale — | Acting for Change | Scoop.it
Feel-good corporate values can lead to unintended consequences.
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People vs. Companies ·

People vs. Companies · | Acting for Change | Scoop.it
One month after Japan surrendered World War II, General Douglas MacArthur met Japanese emperor Hirohito. MacArthur asked the emperor – who U.S. intelligence knew had been questioning the war for years – why he didn’t surrender earlier. The emperor mentioned his generals, advisors, and prime ministers. Author Bill Sloan: “Hirohito drew his forefinger across his neck in the universal symbolic gesture meaning ‘I would’ve been cutting my own throat.’” The Japanese emperor was considered a direct descendant of the Sun God, superior to all other people and destined to rule them. After the war the American government struggled to convince the Japanese people that he was, in fact, a human. But even someone like that doesn’t always control the unpredictable power of organizations. Hirohito relied on advisors – many fighting for power against each other – who pulled the emperor along through war with absurd predictions, dishonest reports of progress, and threats of coup. He was, in theory, the declarative leader of Japan, and signed off on the war. But the organization of the country’s government and military meant his wishes had to pass through a Rube Goldberg machine of tradition to maintain, face to save, and advisors to trust. Big organizations can become their own dysfunctional creatures like that. The benefits of big companies are obvious. Scale. Diversity of thought. Specialization of labor. But big companies have their anchors and downsides. Three come to mind. 1. Good ideas that are hard to articulate are rarely given a chance; what’s easiest to communicate to a committee isn’t always the best idea. Sometimes the best ideas are the things no one’s done before, which makes clear and succinct summaries hard. Hard even to describe to yourself. Good storytellers with OK ideas are more persuasive than inarticulate people with the right answers. This is obvious because everyone knows how much money companies spend marketing their products. But how many companies realize their own offices could be filled with people who have the right answers but aren’t natural marketeers? Few. It’s hard. Amazon managers have to write multi-page narrative memos when proposing new ideas. Jeff Bezos once said: Not surprisingly, the quality of these memos varies widely. Some have the clarity of angels singing. They are brilliant and thoughtful and set up the meeting for high-quality discussion. Sometimes they come in at the other end of the spectrum. I’d like to see the correlation between beautifully written memos and the subsequent success of their proposals. My guess is you can’t look at that statistic, because the inarticulate memos die in the conference room and are never given a chance. An honest Q&A with some companies about how they source ideas internally would look like this: Why do you have a marketing team? Because messaging an idea in a way that grabs people’s attention is a unique skill. Pitching a product is totally different from designing and manufacturing a product. So how do your design and manufacturing teams propose new ideas? They pitch managers in meetings. But you just said pitching is a totally different skill from what they do. This isn’t a criticism, because ideas have to be filtered, and the only reasonable filter is, “Most persuasive idea wins.” But individuals on their own can do something most companies can’t: Run with an idea they know to be true but struggle to articulate to others. 2. People want and fight for credit, because rising in a hierarchy demands it. There’s a cool story from Seinfeld about how the idea for one of the funniest scenes in the show’s history didn’t come from the show’s writers. It came from the lighting crew – literally the guy who stands on a ladder with a big light to make sure the actors look good. The idea was so funny they had to shoot the scene more than a dozen times because Jerry couldn’t stop laughing. Actor Bryan Cranston, who was in the scene, remarked: I think a very smart CEO of any company, big or small, has a policy where they listen to every suggestion and idea — best idea wins. That’s how it should be. Best idea wins. And you never know where it’s gonna come from. This is insightful advice because it’s not common. It’s not how most organizations operate. Companies operate on hierarchy, because without it you get anarchy. You move up the hierarchy by getting credit for past performance. And people who know they need to be given credit for their work act and prioritize differently than people performing a task by themselves, for themselves. Presentation of an idea takes precedence over execution, or even legitimacy of the idea itself. Half the reason the consulting industry exists is because companies would rather pay hundreds of thousands of dollars for advice from someone in a nice suit than listen to a line worker who knows exactly what’s wrong with the company but has dirty fingernails. 3. Many people don’t know what they themselves want out of a job, so their bosses are swinging in the dark trying to motivate teams. A few years ago I interviewed Whole Foods CEO John Mackey, who had an interesting idea about stakeholders. Every business has three main stakeholders: Investors, employees, and customers. Investors are easy to please, Mackey said. They just want to stock to go up. Customers want good products at good prices with good service. Hard but simple. Employees are another story. Their needs are endlessly complicated. “If you don’t pay them enough they’re unhappy. If you pay them more, they’re still unhappy if they lack opportunities to advance. If you pay them a lot and give them opportunities, they still may hate their boss,” he said. Or their coworkers. Or their commute. Or they get tired of doing the same thing. Glimpses of satisfaction followed by a gravitational pull towards wanting something else. A lot of people don’t know what they want out of a job. But it’s hard to admit that to yourself. So you blame your career anxiety on your boss, whose decisions are an easy cause-and-effect target to make sense of your unhappiness. And your boss is trying to please a bunch of different people – including her own boss – many of whom have conflicting needs. You see your boss fixing one person’s problem and not yours, and now you’re disgruntled. And disgruntlement spreads fast. The bigger a company is, the harder this problem is to solve. And it’s something that people acting on their own, with no one to blame but themselves, can often gracefully avoid. Growth is complicated. Size can be both the driver of a businesses success and the trigger of its failure.
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