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Change Thought Leaders ~ Webinar Archive | NEXUS 4 change

Change Thought Leaders ~ Webinar Archive | NEXUS 4 change | Change Management Resources | Scoop.it

This is a useful collection of webinars, handouts and materials from thought leaders via Nexus 4 Change.  Examples:

  • Whole System Transformation, A Fireside Chat with Harrison Owen (Open Space Technology), 
  • Future Search 
  • and more.
Deb Nystrom, REVELN's insight:

I attended the insightful and affirming webinar with Harrison Owen.   There is much to mine here.  Great resource!  ~  Deb

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Transformational leaders and change: What's the Collective Purpose in the Process?

Transformational leaders and change:  What's the Collective Purpose in the Process? | Change Management Resources | Scoop.it

Transformational leaders and change:  ...If your workers won't change, maybe you should.

Through their behavior, transformational leaders, foster change as an element of education, growth, experimentation, and, ultimately, change acceptance. This bears fruit in the minds of our employees: 

  • psychological freedom,
  • engagement in the thinking parts of the job, and
  • systematic organizational approval.


________________________

..It's the human touches, combined with all the formal systems that build confidence." ...be positive and avoid negativity, get to know people.


________________________


Transformational leaders are intuitive experts at motivating followers to see the collective purpose of their jobs. Understanding purpose should be a sought after identifier for members of any organization, whether the boss-types comprehend it or not.


Source:   http://t.co/kyBESMLC)    


Related articles by Deb:


Deb Nystrom, REVELN's insight:

Rank and yank performance metrics, "human capital" jargon, cycles of reorganization, no wonder cynicism is a continuing visitor at the performance & results table.  


The psychology of modeling the change personally to build collective purpose is worth a look.  ~  Deb

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Why Traditional Business Transformation Don't Work, & A New Co-Creative Model - Innovation Playground

Why Traditional Business Transformation Don't Work, &  A New Co-Creative Model - Innovation Playground | Change Management Resources | Scoop.it

Over 60% of companies out there are operating from a dated business model. 20% are operating with a mental model that had expired more than 5 years ago.

Business transformation traditionally takes the form of unfreezing to refreezing and bridging the gaps in capabilities, mindset and performance.


The transformation model featured in this blog post by Idris Mootee has a strong future orientation, uses Design Thinking principles, and features a tangible, collaborative co-creation process.


A high-level view is captured by the following formula: Successful Brand-Driven Business Transformation = P+N+C+M+I+F


P = Develop a perspective of the future(s) informed by strategic foresights (both customer and technology contexts) and deep organizational insights;


N = Develop a co-created brand narrative that inspired people re: possibilities and purpose at the core of the story;


C = Develop a compelling case for the need for change developed and shared by all executives, investors, employees and B2B business partners;


M = Map - Develop a practical means to tie innovation (roadmap) and projects to the desired future(s);


I = Design an incentive systems that are aligned to identify and encourage appropriate behaviors compatible with the desired future;


F = Develop feedback mechanism for each stage of the process to monitor progress and provide input for continuous improvement.

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Crossing Over the Change Readiness Bridge with Resistance, to Implementation

Crossing Over the Change Readiness Bridge with Resistance, to Implementation | Change Management Resources | Scoop.it

How about a step beyond the change agents and focusing on the people who matter most, frontline employees and managers, in working through change transition?


Read about the study that provides a conceptual bridge from change readiness (pre-change) to change implementation (post-change).


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Deb Nystrom, REVELN's insight:

More helpful scholarly work from Ron Koller on making it through the change process, from readiness to and THROUGH implementation. - Deb

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Leading change can happen with passionate people - Kotter applied

Leading change can happen with passionate people - Kotter applied | Change Management Resources | Scoop.it

Kotter's 8 step process is applied in this case study example, happening now with NetApp.

  

NetApp’s staffer and post writer, Mercedes Adams, a 3rd year Guiding Coalition program manager describes her two year experience as a part of an advisory group, in this case named the guiding coalition team, to help accelerate change leadership. I heard Rob Salmon and John Kotter speak at the ACMP 2012 Global Change conference (described in other posts on this stream) regarding their transformation project in process.

  

Note:  Sometimes this approach creates a parallel organization, which can cause problems, and sometimes it's exactly what an organization needs.  Another approach is a collateral organization (temporary, ever changing ad hoc change groups.)  We'll see how the chips fall as Dr. Kotter's advisory team approach helps NetApp over the next few years.  ~  Deb

  

Excerpts:

  

in 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation that leverages the urgency and passion of employees across the business.

   

_______________________________

  

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

_______________________________

   

In 2009, Rob Salmon and the Field Operations leadership team decided to pair NetApp’s winning culture with an innovative framework for successful transformation via  Harvard’s Dr. John Kotter and Kotter International.

   

The Guiding Coalition (GC) brings people together from across the company who operate as a team outside the organizational hierarchy. Employees:

   

  • take a break from their normal day jobs
  • creatively solve problems and drive change
  • Include a balance of individual contributors and managers, directors and vice presidents
  • agree to leave their titles behind when participating on the Guiding Coalition
  • knows that they will need to do this work in addition to their day jobs
  • collectively identify and guide key business initiatives to accelerate NetApp’s growth
  • evangelizes their change vision and drive a sense of urgency into the organization
  • serves for a period of one year
   

The first year over 350 passionate and urgent change leaders applied.

Every member selected has a sense of urgency and ‘wants to’ drive change at NetApp.

   

In addition to the members of the Guiding Coalition, hundreds of volunteers, subject matter experts, and change leaders across Field Operations collaborate with the members to drive changes into the culture.

  

NetApp is a rapidly growing company which has thrived through major changes over its 20 year history.

  

The Executive Vice Chairman, Tom Mendoza has a video blog, Tom Talks.

  

Writer Mercedes Adams is the Guiding Coalition Strategic Program Manager at NetApp. She’s been on the Field Operations team for over seven years and advocating change leadership for the last three. Mercedes shares her ideas on a number of topics via Twitter and LinkedIn.

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