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Scooped by Deb Nystrom, REVELN
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Experiment with Organizational Change Before Going All In

Experiment with Organizational Change Before Going All In | Change Management Resources | Scoop.it
Your intuition is never enough.

    

Why do organizations so often introduce ...new initiatives without thinking about this important step of testing?   (From an HBR blog post excerpted below.)

      

...Confirmation bias and the escalation of commitment lead organizations to refrain from evaluating changes because the key decision makers feel (erroneously) that they already know that the changes are good ones. The unfortunate result is that organizations persist in implementing ineffective policies and fail to even contemplate the possibility of superior alternatives.

     

That’s where experimental testing comes in. By forcing organizations to clearly articulate their goals and then to rigorously judge their decisions by those metrics, experimental tests can help managers avoid costly mistakes and can open up the consideration of other possible solutions.

     

....A handful of organizations have already embraced the principles of behavioral economics and the experimental mindset. One is the Walt Disney Company’s R&D department, where one of us spent a summer. After identifying areas for cost reduction or process streamlining, it would design randomized experiments to test the effectiveness of possible changes.  The full HBR post is here, or as with REVELN ScoopIt post, click on the photo or title.

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Deb Nystrom, REVELN's insight:

Have you tried testing, piloting, and these forms of experimenting before planning or preparing for large scale, whole system change implementation within your culture?   The article lists several examples of those who have, including Disney and a tech support center.   

Germany, who has gone back to a tuition free model for higher education, tested, voluntarily, tuition models by region.  Volunteers are a great way to build early commitment and home-grown stories to support change.  ~  Deb 

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Deb Nystrom, REVELN's curator insight, December 8, 2014 11:45 AM

The article lists several examples of those who have done successful experimental testing of change, including Disney and a tech support center.   Add to that Germany, a country that has gone back to a tuition free model for higher education and who tested, voluntarily, tuition models by region.  Volunteers are a great way to build early commitment and home-grown stories to support change.  

I'm preparing to send out the monthly "Best of the Best" newsletter from my nine ScoopIt streams.  If you are interested, check out any of the "gold boxes" on REVELN.com to sign up to receive it for free. ~  Deb 

Scooped by Deb Nystrom, REVELN
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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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