Change Leadership - Theory & Practice
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Use of consultant to cure Denver Public Works' culture questioned - Denver Post

Use of consultant to cure Denver Public Works' culture questioned - Denver Post | Change Leadership - Theory & Practice | Scoop.it
Use of consultant to cure Denver Public Works' culture questioned
Denver Post
"We do (organization development) work that Tipton is doing," she said. "We know what the issues are in every agency. I do have the talent to do that work.
Eric Payne's insight:

Is deciding to use an internal or external consultant different for the government than private sector?

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Change Leadership - Theory & Practice
Helping students, clients, (and myself) bridge the gap between knowing and doing
Curated by Eric Payne
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Stop Using the Excuse “Organizational Change Is Hard”

Stop Using the Excuse “Organizational Change Is Hard” | Change Leadership - Theory & Practice | Scoop.it
Our attitude toward change is as important as our execution.
Eric Payne's insight:
The power of positive thinking.....
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Changing Company Culture Requires a Movement, Not a Mandate

Changing Company Culture Requires a Movement, Not a Mandate | Change Leadership - Theory & Practice | Scoop.it
Frame the issue in a way that stirs emotion.
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Could Solving This One Problem Solve All the Others?

Could Solving This One Problem Solve All the Others? | Change Leadership - Theory & Practice | Scoop.it
The biggest problem with humanity is humans themselves. An all-star team of academic researchers thinks it has the solution: perfectin
Eric Payne's insight:
"I would say that the Holy Grail of enduring behavior changes is when you change identity, when you’re the sort of person who buys cauliflower and sunflower seeds and goes to the gym every day. "
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agile is an adjective

agile is an adjective | Change Leadership - Theory & Practice | Scoop.it
author describes why Agile adoption is misguided
Eric Payne's insight:
Too many organizations think that doing Agile is the same as being agile
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Seth's Blog: Drip by drip and the thunderclap

Seth's Blog: Drip by drip and the thunderclap | Change Leadership - Theory & Practice | Scoop.it
Sea levels are rising. It happens every day, and it's been going on for a while. Most people aren't noticing, and won't, until it gets worse. On the other hand, a hurricane or a flood captures everyone's attention an
Eric Payne's insight:
nice reminder that a two pronged approach works best
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A leaner public sector | McKinsey & Company

A leaner public sector | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Through lean and Six Sigma initiatives, public-sector agencies can improve performance and productivity--but the impact won’t stick if they ignore the “soft” side of making operational change happen.
Eric Payne's insight:
just a reminder about taking a holistic approach
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Overview of Blog posts: Change with Culture and Positive Leadership | OCAI online

Overview of Blog posts: Change with Culture and Positive Leadership | OCAI online | Change Leadership - Theory & Practice | Scoop.it
Overview of Blog posts on Organizational Change with Culture and Positive Leadership
Eric Payne's insight:
The circle determines the crucial behaviors and beliefs that will make them succeed. 
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Actualizing Organizational Core Values: Putting Theory into Practice

Actualizing Organizational Core Values: Putting Theory into Practice | Change Leadership - Theory & Practice | Scoop.it

The literature on organizational culture and leading by shared values suggests a prescriptive model for use by leaders in actualizing stated organizational core values. Utilizing a qualitative case study approach, this study sought to examine the efficacy of this theoretical model in representing actual efforts by practitioners to embed diversity as a new organizational core value. Leadership actions to embed and actualize diversity as an institutional core value at two private universities were examined and compared. Findings suggest the theoretical model inadequately addresses the critical role of contextual assessment and under represents the dynamic cyclical nature of value embedding and actualization processes, particularly with respect organizations with high stakeholder turnover such as institutions of higher education.

Eric Payne's insight:
8-stage model for deliberately changing core values.
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insight from Mike Lehr

insight from Mike Lehr | Change Leadership - Theory & Practice | Scoop.it
an interview with a master
Eric Payne's insight:
The top three mistakes are: Inadequate relationship building Overdependence on process Overreaction to resistance
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Raising Your Game: A Journey To Increase Your Impact | Leadership & Change Magazine

Raising Your Game: A Journey To Increase Your Impact | Leadership & Change Magazine | Change Leadership - Theory & Practice | Scoop.it
Eric Payne's insight:
character and presence matter for consultants, change agents and leaders
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5-questions-to-ask-Change-Consultant.jpg (1200x630 pixels)

5-questions-to-ask-Change-Consultant.jpg (1200x630 pixels) | Change Leadership - Theory & Practice | Scoop.it
Eric Payne's insight:
An informed client is a trusting and willing client
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Bad to great: The path to scaling up excellence | McKinsey & Company

Bad to great: The path to scaling up excellence | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Before senior executives try to spread best practices, they should use seven techniques to clear out the negative behavior that stands in the way.
Eric Payne's insight:

"...leaders and employees do the right thing when they focus, not on their own needs and wants, but on the people affected by their actions."

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Change Management Meets Social Media

Change Management Meets Social Media | Change Leadership - Theory & Practice | Scoop.it
Talk to employees where they already are.
Eric Payne's insight:
bottom line: leaders must engage via multiple avenues
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Transformation with a capital T | McKinsey & Company

Transformation with a capital T | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Companies must be prepared to tear themselves away from routine thinking and behavior.
Eric Payne's insight:
"Executives embarking on a transformation can resemble career commercial air pilots thrust into the cockpit of a fighter jet. They are still flying a plane, but they have been trained to prioritize safety, stability, and efficiency and therefore lack the tools and pattern-recognition experience to respond appropriately to the demands of combat"
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Susanna Lavialle's curator insight, July 12, 7:32 PM
Interesting views about the CTO - and T here for transformation, not technology. It is also so true that sometimes - quite often - politics come in the way. People tend to calculate based on what is advantageous for their image, relationships or making sense for their career. You have to dare look outside to make observations and spot real dramatic improvements that may challenge the status quo. Agree, if the leadership is not at least a bit uncomfortable, then it means you are not doing the job. There is very little comfort in changing mindset and challenging your colleagues and their current the ways of working. But first you have to change the prevailing paradigm, to change their lenses - and help them see the world your way.
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The First Time America Freaked Out Over Automation

The First Time America Freaked Out Over Automation | Change Leadership - Theory & Practice | Scoop.it
It was the 1950s, and the problem was solved quickly. But the same strains beneath the surface still haunt us.
Eric Payne's insight:
a bit long, but a nice historical account. "I think the men have finally outsmarted themselves."
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The CEO’s role in leading transformation | McKinsey & Company

The CEO’s role in leading transformation | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
For CEOs leading a transformation, no single model guarantees success. But they can improve the odds by targeting leadership functions: making the transformation meaningful, modeling the desired mind-sets and behavior, building a strong and committed team, and relentlessly pursuing impact. Together, these can powerfully generate the energy needed to achieve a successful performance transformation.
Eric Payne's insight:
Some practical counsel that has stood the test of time.
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How to Anticipate the Difficulty of Effecting Change in Your Company

How to Anticipate the Difficulty of Effecting Change in Your Company | Change Leadership - Theory & Practice | Scoop.it
Anticipating resistance to change is key in change leadership. Yes, logistics cause resistance. But, a greater source exists. Where do we look for it?
Eric Payne's insight:
strong relationships decrease resistance
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Three Meaningful Strategies for Managing Rapid Change

Three Meaningful Strategies for Managing Rapid Change | Change Leadership - Theory & Practice | Scoop.it
Faced with rapid global, social, and marketplace changes, companies need effective ways to adapt.
Eric Payne's insight:
"....What individuals in an organization perceive as intrinsically valued and rewarded will motivate them to adapt in ways that are long lasting."
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Does Anyone Really Like Change?

Does Anyone Really Like Change? | Change Leadership - Theory & Practice | Scoop.it
Change is trouble. But that fear means you’re doing something meaningful. Because change - that’s creation.
Eric Payne's insight:
Trouble or opportunity?
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Sustaining the momentum of a transformation | McKinsey & Company

Sustaining the momentum of a transformation | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Five elements can keep bad habits from reasserting themselves.
Eric Payne's insight:
The importance of sustaining a transformation may sound obvious—and the actions required straightforward. But they’re not.
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changeable brains

changeable brains | Change Leadership - Theory & Practice | Scoop.it
infographic on neuroplasticity
Eric Payne's insight:
brain science that is understandable and useful
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3 Rules of Change We Too Often Forget

3 Rules of Change We Too Often Forget | Change Leadership - Theory & Practice | Scoop.it
Sudden change can disorient and confuse us. Fortunately, our brains are insanely well-equipped to handle it.
Eric Payne's insight:
just like rock paper scissors; chaos trumps order --exploration trumps chaos-- and order trumps exploration
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Innovation Excellence | Why Only Adoption Matters

Innovation Excellence | Why Only Adoption Matters | Change Leadership - Theory & Practice | Scoop.it
Recently I had an opportunity to interview Chris Laping, the former Chief Information Officer (CIO) for the Red Robin restaurant chain about some of the challenges in achieving successful organizational change.
Eric Payne's insight:
capacity, design, and alignment must be and can only be provided by leadership
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5 Questions to Ask Before You Hire a Change Consultant - Center for Creative Leadership

5 Questions to Ask Before You Hire a Change Consultant - Center for Creative Leadership | Change Leadership - Theory & Practice | Scoop.it

".....clearly define your challenges before you seek an outside advisor.....The answers to these questions are never simple — but they will help you identify the people and the approach that your organization needs to improve the process and outcomes of change."

Eric Payne's insight:
Change consultants work best in partnership with change leaders
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Susanna Lavialle's comment, July 1, 2016 5:08 PM
good points. you need to be clear on what you are doing, with whom and what type of support you need, when and where.
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Getting beyond the BS of leadership literature | McKinsey & Company

Getting beyond the BS of leadership literature | McKinsey & Company | Change Leadership - Theory & Practice | Scoop.it
Management books and commentaries often oversimplify, seldom providing useful guidance about the skills and behavior needed to get things done. Here’s a better reading list for leaders. A McKinsey Quarterly article.
Eric Payne's insight:
getting things done from the likes of Lincoln, Johnson, Jobs, Moses.
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