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Us versus Them: Reframing Resistance to Change

Us versus Them: Reframing Resistance to Change | Business change | Scoop.it

Anyone attempting to lead change in an organization knows to expect some resistance. Change is not a rational process; no matter how positive the future you are creating, it’s natural for humans to struggle with it.

Such resistance is no less frustrating for being predictable. At times, it can seem that all that stands between you and your goals are a few naysayers and whiners. And to those on a mission, such reactions can seem like putting one’s head in the sand. “The old business is not coming back,” one CEO told me. “We have to innovate or we will die.” Faced with negative remarks, critical questions, or stony silence, change champions naturally begin to interact more with those already on board, consciously or unconsciously distancing themselves from those who “don’t get it.

Gradually, a wall begins to form between “us” and “them” — champions who support the change, and resisters who openly or quietly oppose it. Unfortunately, approaching change with an “us versus them” mind-set actually increases pushback. When we think of people as resisters, we don’t truly engage with them. We tend to discount their perspective, assuming that if we are right, they must be wrong.

David Hain's insight:

People who resist change initiatives may be Luddites - or they may be Guardians, hold continue to see value in the way things are done. How you regard them will likely determine your approach, and your success rate!

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Jose Luis Yañez's curator insight, February 22, 4:41 AM
Us versus Them: Reframing Resistance to Change
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Into the wirearchy

Into the wirearchy | Business change | Scoop.it
Today’s organizations and institutions are suffering from a severe case of responsiveness lag, where their internal structures, operating procedures and time signatures are increasingly out of sync with the external pace and scale of change. As Jack Welch, the legendary chief executive of General Electric, famously quipped: “If the rate of change outside exceeds the rate of change inside, the end is near.”

Today, organizations and institutions are disappearing at increasing rates because they are failing to adapt to the increasing complexity of the economic ecosystem. To survive digital Darwinism, organizations and institutions must evolve into ‘instant enterprises’ that maintain a perpetual state of readiness to respond to the unexpected.
David Hain's insight:

The case for a continuous approach to change, not one-off transformation. The change is the work!

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Change and Transformation—Know the Difference 

Change and Transformation—Know the Difference  | Business change | Scoop.it
n the early 1990s, Barnes and Noble superstores changed how we shop for books. A few years later, Amazon was transforming how we shop for and purchase books, which then transformed how we shop for everything. Blockbuster changed how we watched movies; Netflix and other streaming services transformed and utterly upended how we watch movies.

Those and other examples like them also illustrate the possible ramifications that exist when comparing change and transformation. Barnes and Noble has survived, but barely. Blockbuster went under years ago. By contrast, Amazon and Netflix have grown and flourished.

Today, changing something can be costly. By contrast, transformation can completely reinvent entire industries.
David Hain's insight:

An important difference that is worth knowing before embarkation!

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11 ways to bulldoze roadblocks to change - Banking Exchange

11 ways to bulldoze roadblocks to change - Banking Exchange | Business change | Scoop.it
“Acknowledge the impediments to change and tackle them with cultural change from the top. Make sure those people you challenge to be the catalyst for change have the necessary knowledge of the business at hand, competencies, and respect from others. And empower them to win the battle.”
David Hain's insight:

This list on making change happen isn't new. But it's striking how often the same issues come up. Maybe it's harder than it looks...

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Stop reorganizing, start evolving!

Stop reorganizing, start evolving! | Business change | Scoop.it
Big Bang reorganizations don’t work. They are lengthy, ineffective and hard.

Organizations reorganize all too often. This resets the culture changes of agile transformations. They are also expensive, and it is hard to attract and retain talent when they get tired of yet another reorganization. 

There is a better way: incremental reorganization. It's like incremental Product Development for your organization.
David Hain's insight:

The easiest thing to change is the structure, so it happens endlessly. The harder one is the working dynamics, so that's rarer. Useful piece on which is the more effective here.

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Ian Berry's curator insight, June 30, 2017 7:27 PM
"Reorganize continuously" is a good philosophy however it's dangerous if their aren't some fundamentals in place like agreed behaviours and particularly accountability. Agility without accountability leads to trouble
Autumn Eklond's curator insight, February 5, 8:58 PM
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3 reasons for failure: change, participation, and risk

3 reasons for failure: change, participation, and risk | Business change | Scoop.it
Blog post at Toby Elwin : An organization builds a culture of success when it can take a strategy, identify and prioritize the most important projects within the stra[..] (RT @Nelsonb: 3 reasons for failure: change, participation, and risk

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Leading Transformation - Conversations with Leaders on Driving Change

Leading Transformation -  Conversations with Leaders on Driving Change | Business change | Scoop.it

Most chief executives, especially new ones, must fundamentally transform their enterprise at some time during their tenure. Boards are increasingly appointing CEOs with that explicit charter, and almost all CEOs recognize the need to take even successful enterprises to new levels of performance.

 

BCG recently talked with 11 chief executives who have successfully driven and sustained fundamental change. They run organizations headquartered in North America, Europe, Asia, and Australia and in fields ranging from manufacturing and finance to the Internet, con


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The Learning Factor's curator insight, April 25, 2013 4:23 PM

Looking to fundamentally alter the trajectory of your company? Chief executives share their insights on how they successfully effected transformative change to turn around a global organization.

Lisa McCarthy's curator insight, May 23, 2014 6:54 AM

Most chief executives, especially new ones, must fundamentally transform their enterprise at some time during their tenure. Boards are increasingly appointing CEOs with that explicit charter, and almost all CEOs recognize the need to take even successful enterprises to new levels of performance.

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Change From Within - New York Times

Change From Within - New York Times | Business change | Scoop.it
Change From Within
New York Times
Our era of procrastination has prompted the climate to change and our inability to regulate the nation's firearms has taken far too many innocent lives.

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Cultivating Change Through Conversation | Amanda Fenton

Cultivating Change Through Conversation | Amanda Fenton | Business change | Scoop.it
I am reminded of Margaret's quote as I prepare to join Making A Scene later this week as the Open Space Technology facilitator. In Open Space Technology you are invited to bring your questions, issues, opportunities and ...

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Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes

Adapting to Change, Leader Lessons From Jeff Weiner, CEO of LinkedIn - Forbes | Business change | Scoop.it

Jeff’s leadership style keeps the company focused on growing at the rate of two new members every second  while reducing the business mantra to just two words: “Next Play.”

 

Leadership lessons lists abound on-line.  Jeff's list of 10 lessons, however, is tied to a large, successful virtual platform company with real staying power, connected to jobs and career growth - LinkedIn.  

 

He's obviously trending in the right direction as his inspires his "Next Plays" among his staff.  ~  Deb

 

Excerpts:

 

_____________________________

Today, 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.

_____________________________

 

Weiner described how powerful the phrase, "Next Play" has been for the company.

 

On the day LinkedIn became a public company, employees received a black T shirt with the company’s name and stock ticker written across the front and Next Play emblazoned on the back of the shirt. Even today 16 months after the LinkedIn IPO, employees continue to talk about their Next Play and stay focused on delivering results.
1) Define leadership : At LinkedIn, Leadership is the ability to inspire others and achieve shared results. ...to create economic opportunity for the 3.3 billion people in the global workplace by matching skills with job opportunities.
3) Prioritize your business goals: ...if we could only do one thing, what would it be? This is a lesson Weiner learned from Steve Jobs and practices every day. 

6) Customers first: ... anytime the LinkedIn product team considers new enhancements the first question revolves around: Is this putting our members first, or is this putting the company first? “If it benefits members, it will ultimately benefit the company.

 

7) Remember To laugh: ...Weiner says he values his team members’ sense of humor and sometimes, on a tough day, that can trump their talent and expertise!

 

Read the full post here.


Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's comment, September 19, 2012 11:42 PM
Thanks Lynn!
Manish Puranik's curator insight, July 10, 2013 12:25 AM

Few more lessons on Leadership...!

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The Four Kinds of Burning Platforms | Conner Partners

The Four Kinds of Burning Platforms | Conner Partners | Business change | Scoop.it

I promised to curate the next article by Daryl Conner on the four types of burning platforms stories and how they are used in org change work. Well, here it is -- and it is really good.

Any leader, business, or consultant needs to know the particulars in this article. Here is a sneak preview -- the burning platforms stories are NOT really about creating urgency for change.

I appreciate Daryl for clearing up these misconceptions about this story. And don't forget to read his first blog post about the burning platform that I curated below.

This review is written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it


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Billy R Bennett's curator insight, December 11, 2012 9:01 PM

Karen Dietz curated this article by Daryl Conner on four types of burning platforms.  A burning platform is a concept leaders use to define the reason for change.  As Daryl points out this may be based on a negative problem  based appeal or a positive, future opportunity.


Which is better?


Research on personal change has reported greater long term success with positive images.    In most serious change projects, we usually use both. 


You cannot and should not hide business challenges from employees.  


However, once they understand the challenge they will then want to hear your reasoning about why they should consider giving more of themselves to the organization.   I would make it good.


www.pyramidodi.com 

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John Hagel's Wake-Up Call For Business -- How To Launch A Change Movement

John Hagel's Wake-Up Call For Business -- How To Launch A Change Movement | Business change | Scoop.it
A Wake-Up Call For Business

Steve Denning: In 2011, I wrote that the Shift Index was the most important business study ever. It’s great to have it updated, although disappointing to see that there has been continuing decline.

John Hagel: Hopefully, it’s a wake-up call. The core message is that technology is creating this mounting pressure to do things differently. It’s creating a world that is very different from the world that businesses have operated in the past. So until they figure out how to reconfigure their businesses and their operations, they are going to face mounting pressure and the deteriorating performance. The positive side is that the situation creates virtually unlimited opportunities if they can figure it out and adapt to the new world.

Denning: That’s a paradox: unlimited opportunities limited exploitation of them.

Hagel. Unfortunately the reaction of many companies when faced with mounting pressure is to do what they have always done, that is to squeeze harder on what they are currently doing, and try to squeeze more out of everybody. One of the most striking contrasts is the metric around labor productivity, which has been steadily increasing, versus the return on assets which has been plummeting.
David Hain's insight:

Useful dialogue on why Deloitte Shift Index shows that the return on assets continues to fall and what to do. Hint - it's not the same as you always did, only faster and harder...

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Ian Berry's curator insight, January 17, 7:20 PM
A good conversation to take in Key for me "One of the things we see in the history of movements is the importance of action at the local level." Local leadership is a key to success in the new world of work
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The Buffett Formula: How to Get Smarter by Reading

The Buffett Formula: How to Get Smarter by Reading | Business change | Scoop.it
Most people go through life not really getting any smarter. Why? They simply won't do the work required.

It's easy to come home, sit on the couch, watch TV, and zone out until bedtime rolls around. But that's not going to help you get smarter.

Sure, you can go into the office the next day and discuss the details of last night's episode of Mad Men or Game of Thrones. And yes, you know what happened on Survivor. But that's not knowledge accumulation; that's a mind-numbing sedative.

You can acquire knowledge if you want it. In fact, there is a simple formula, which if followed is almost certain to make you smarter over time. Simple but not easy.

It involves a lot of hard work.

We'll call it the Buffett formula, named after Warren Buffett and his longtime business partner at Berkshire Hathaway, Charlie Munger. These two are an extraordinary combination of minds. They are also learning machines.
David Hain's insight:

Better change comes from better learning, here's how it's done by two of the best!

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donhornsby's curator insight, November 28, 2017 10:30 AM
It's important to think about the opportunity cost of this hour. On one hand, you can check Twitter, read some online news, and reply to a few emails while pretending to finish the memo that is supposed to be the focus of your attention. On the other hand, you can dedicate the time to improving yourself. In the short term, you're better off with the dopamine-laced rush of email and Twitter while multitasking. In the long term, the investment in learning something new and improving yourself goes further.
Autumn Eklond's curator insight, February 1, 5:11 PM

“Who’s my most valuable client?” And he decided it was himself. So he decided to sell himself an hour each day. He did it early in the morning, working on these construction projects and real estate deals. Everybody should do this, be the client, and then work for other people, too, and sell yourself an hour a day.

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What is change management? 

What is change management?  | Business change | Scoop.it

Huh? What is change management?

It’s a question that those of us in the field get a lot. And having heard a few people try and answer the question, gee whiz it gets complicated.
Here’s the simple break down.


You know how people generally don’t like change?

And you know how businesses like to change things a lot?

Change management is the practice of helping people like the changes a lot more than they normally might.

David Hain's insight:

Change management - simple concept often forgotten in complicated definitions and complex arrangements. here's a pretty good definition...

 

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5 Hard Truths About Being A Disruptor

5 Hard Truths About Being A Disruptor | Business change | Scoop.it
Innovation is happening at an unprecedented rate. It feels like technology is advancing faster than ever because it actually is. It’s happening in nearly every industry, from biotech to diamond mining, and not only are we seeing great strides when it comes to efficiency, affordability and access, we’re also seeing total disruption. New models are systematically uprooting the way we think and behave.

The term “disruptor” has developed a unicorn status in Silicon Valley. If you didn’t know better, you might think the Race to Disrupt was an extreme sport. I myself have been called a disruptor for removing sweeteners from flavored water and bringing attention to the epidemic of sugar consumption in the beverage industry. While I’ll admit I don’t hate it, I have to say: being a disruptor is not all glory. There are a few things you should understand about disruption. Here’s how to turn the world upside down.
David Hain's insight:

Confessions of an innovator trying to turn an industry upside down...

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How to Change Things When Change is Hard – Carnegie Commons

How to Change Things When Change is Hard – Carnegie Commons | Business change | Scoop.it

How to Change Things When Change is Hard http://t.co/mpz8NndDyc


Via Pippa Davies @PippaDavies , Luciana Viter
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Pippa Davies @PippaDavies 's curator insight, March 28, 2014 1:02 AM
Loved this book and also the principles shared. Having traveled the journey of change I know it is not easy. But very worthwhile!
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How Change Initiatives Damage Organizations and Fail

How Change Initiatives Damage Organizations and Fail | Business change | Scoop.it
Change agent blog: RT @MichaelSahota: How Change Initiatives can Damage Organizations & Ultimately Fail http://t.co/YyiqIiNNUJ #stoos #yam

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Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes

Why We're So Afraid of Change ~ What Holds Businesses Back - Forbes | Business change | Scoop.it

"Embracing change requires you yourself to experience the changes you’re asking your organization to undergo."

 

Our client is now desperately hoping his division’s leaders will embrace change, maybe even a Blue Ocean Strategy. They’ve reached a dangerous tipping point that could risk the future of their business.

 

____________________

To ignite change, you need to do it yourself first.
____________________ 

 

 


Via Deb Nystrom, REVELN, Bobby Dillard
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Deb Nystrom, REVELN's curator insight, April 9, 2013 2:52 PM

Any Blue Ocean change practitioners out there who wish to comment on their client experience of "do it yourself first?"  ~  Deb

John Michel's curator insight, April 10, 2013 8:04 AM

In 2009, Steve McKee published “When Growth Stalls” in which he notes that 41.2% of nearly 5,700 companies he studied stalled in the previous decade. The number of reasons why are staggering, namely: a failure to focus, no competitive point of difference, and weak brand images and identities, to name just a few.

Given this reality, we can turn to science to explain why businesses stagnate. Growing research from the neurosciences and cognitive sciences reveal that change really is difficult for humans. Resistance comes from three forces:

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The Four Kinds of Burning Platforms | Conner Partners

The Four Kinds of Burning Platforms | Conner Partners | Business change | Scoop.it
I promised to curate the next article by Daryl Conner on the four types of burning platforms stories and how they are used in org change work. Well, here it is -- and it is really good.

Any leader, business, or consultant needs to know the particulars in this article. Here is a sneak preview -- the burning platforms stories are NOT really about creating urgency for change.

I appreciate Daryl for clearing up these misconceptions about this story. And don't forget to read his first blog post about the burning platform that I curated below.

This review is written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it
Via Dr. Karen Dietz, Billy R Bennett, Luciana Viter
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Billy R Bennett's curator insight, December 11, 2012 9:01 PM

Karen Dietz curated this article by Daryl Conner on four types of burning platforms.  A burning platform is a concept leaders use to define the reason for change.  As Daryl points out this may be based on a negative problem  based appeal or a positive, future opportunity.


Which is better?


Research on personal change has reported greater long term success with positive images.    In most serious change projects, we usually use both. 


You cannot and should not hide business challenges from employees.  


However, once they understand the challenge they will then want to hear your reasoning about why they should consider giving more of themselves to the organization.   I would make it good.


www.pyramidodi.com 

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The Importance of Undisciplined Thinking

The Importance of Undisciplined Thinking | Business change | Scoop.it

 RT @davidholzmer: The Importance of Undisciplined Thinking | The Creativity Post http://t.co/07e0MkDm...


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10 Questions to Inspire Innovation

10 Questions to Inspire Innovation | Business change | Scoop.it
10 Questions to Inspire Breakthroughs - from the #Leapfrogging Blog http://t.co/qT88ayle...

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Margaret Shepherd's comment, October 2, 2012 6:11 PM
Thanks for the ideas.
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Six "Must-Do's" when Leading Wall-to-Wall Change

Six "Must-Do's" when Leading Wall-to-Wall Change | Business change | Scoop.it

One of the most difficult things for any business to achieve, is wall-to-wall change, where the fundamental core of the business needs to be transformed to a new state, in order for the business to grow and prosper.

 

Such change, is seen as highly risky as more often than not, the change initiatives fail, and the business concerned may never fully recover. To remove the risk of failure. leaders of such change must have a sound understanding of the key "must do" items.

 

This excellent article, outlines 6 "must do's" for any leader of a wall-to-wall change initiative, and it suggests that if these 6 are followed the chances of implementing successful change are greatly increased.


Via Daniel Watson
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Tony Palmeri's curator insight, October 21, 2015 9:27 PM

I chose this resources because, although it leans towards the realm of business, it closely corresponds the dynamic change we've discussed in educational leadership. Staying positive is a rule that I feel is ordinarily broken in the arena of education. Whenever change occurs (or is mandated) we grumble and groan and discuss all of the negative aspects. As a leader, I feel that identifying and presenting potentially positive aspects of a change is important. Strike first! Don't allow the critical mass of negativity to be achieved. Also "staying the course" is another rule that struck a chord with me. Often, "whats the most important consideration right now" tends to distract districts and buildings from focusing on long-term goals and projects that have been in progress. Sacrificing attention from immediate needs is sometimes justified.