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Guiding change management has the asking of questions at its core. This might go without saying… which means it needs to be brought up. Anything assumed without, well, questioning, will give change problems in the future. Look around you at your organization and the way it and specific individuals go about moving from one thing to the next. Is a solution approach picked first (with change that would be a consulting firm touting their own miracle model)? Does a list get made quickly? Is that list questions to ask here and there and also over there?
Questions come
Continue reading The Importance of Questions
I concede. There are times when change is slowed or stopped by genuine resistance, resistance of the toxic kind.
The toxic kind has a progression (a little like real chemical poison) from irritating to fatal. The people kind ranges from push against an individual change to a pattern of hostile vindictive behavior. In between you find the resistors who just need a little attention (that toxin can be easily neutralized).
Mild People Toxin
This is the most common for change. Kubler-Ross says it happens all the time, Kotter wants to manage it (or overcome it with urgency), project
Continue reading Toxicity- True resistance to change
Change Management has a lot to do with emotions and feeling both of which do not lend themselves to clear measurement. As a leader, take advantage of that with some supplemental external CM shots of energy and focus. You just might lay the groundwork for some real measurable accomplishments in the future.
Continue reading Change Management Supplements
Various definitions around the web- qualitative change, marked change, radical change, change from one state to another.
As with any word that gets overused transformation in the context of organizational change has been watered down. Organizational Transformation is often languaging to give importance to a technology overly, to the need to rally resources, to give projects that have….transformed (good use of the word) into programs the significance they need to move forward etc.
The term is not going away and when change really is transformational in culture, structure, process or behavior (or all of the above which truly is transformational)
Continue reading Organizational Transformation- Really?
The economy has put people on edge, intensified competition for work and resources and closed the door on acceptance and consideration. (I am an optimist though- this too shall pass… or Change… that is part of the process). The exclamation point on this pattern is the tone of peer conversations sprinkled into the many groups I interact with. There is a me-vs.-you conversation going with those reacting and a this-is-part-of-the-process conversation, occurring in the same dialogs, for those absorbing and leveraging the current environment.
I have seen three times in the last week versions of, “you, (or “these people” for
Continue reading Understanding the Change Process
There is much talk, from the softer side of change management (usually those with a heavy OD or coaching background) about inclusion. I will step lightly, but let’s look at this with practicality and finesse. The extreme is the inclusion of all in everything. The other extreme is a directive approach where participation is forced or by invitation only. Finesse (for speed, effect and cost/time savings) calls for the inclusion of the right people at the right time. Practicality forces that number into the smallest possible fit.
How do you decide what (who) is necessary and who (what)
Continue reading Expertise as a guide for change management inclusion
If the focus of change management is the creation of templates, project lists and red/green/yellow charts, change is about to be managed. If thought focus is on the journey and the possible interactions along the way change will be guided.
What does the map have to do with the journey?
Have you ever been on a trip with someone who is obsessive about using the map? And then can’t remember much of the trip…
That same person will panic if you choose to use a side road instead of the main road. They will not likely plan for the
Continue reading Guiding vs. Managing Change
It helps when addressing change to do this little exercise as a first step. Imagine.
No parameters. No hesitation. No planning. Just Imagine.
If you are lucky it will lead you in to a “what if” stream of consciousness.
Do not let it take you down the path of, “reasons this can never happen”.
Do use the openness of imagination to envision a new situation, environment, structure or process.
Technorati Tags: change excercise, change management, imagine
“…organizations that talk about MANAGING change are getting ready to resist it.
http://tinyurl.com/2gxjwxg David Christiansen blog post
I am tempted to let this just stand alone as a quote…
The factors that wish to control far outweigh those that look to guide (and maybe corral which is a more appropriate controlling function). The list includes: Anyone internal that wants power, Anyone external that wants power, Anyone powerful that wants to keep it and Anyone who feels powerful when they make lists and cross off as they go. Oh, also anyone who stands to make money which is
Continue reading Preparing your organization to resist change
In order to keep up with technology I am in the process of transferring tape based video media to a big fat T hard drive. I am also doing some relearning of video editing (which really comes in handy for quick CM communications). This is me personally keeping up which is individual change, different than anything I have written about on this blog to date. Since I am snickering I had to throw this in.
On a Lynda.com premier pro video http://www.lynda.com/home/Player.aspx?lpk4=64647 (if you have a membership, get one if you want to learn, learn, learn software- awesome stuff) there
Continue reading Keeping up with change- tape based video snickers
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