Results tagged “change” from Knowledge Jolt with Jack
What is "culture?" Patrick Dunn asks that question in "Culture eats strategy for breakfast - yes! But let's be clear what culture is." Any big change needs to be aligned with the organizational culture.
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You have to be careful with "culture" discussions because they can lead you down some strange paths. Ana Neves has an interesting discussion around knowledge management, and I see them applying to just about anything that wants a specific culture as part of the strategy.
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People don't like change, right? I came across an article by Richard Veryardthat seems to be part of a larger discussion. It's a beautiful example of where the focus on the software brings you a failure.
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Luis Suarez pointed to an entertaining YouTube video produced by one of his IBM colleagues, which has me pondering the tendency we (in business) have of jumping from bad effects to a "solution" without understanding the underlying cause.
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Imagine having your pick of 30 different fireworks. Each has its own effects, but taken in combinations, they can really light up the sky. That's the idea behind Leandro Herrero's Disruptive Ideas, a how-to follow-on to Viral Change.
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Nancy Dixon and Tom Gilmore have an interesting entry on the idea of help, "When is Help Helpful?: The Capacity to Make Use of Help." No wonder "helpful" programs don't always succeed.
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I came across an interesting article that provides Jay Deragon and socialutions' perspective on preparing for implementing social networks. I hear in these tips echos of almost any change effort.
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The central point of this case study is that any significant change can only happen when the people involved trust the process. And that can only happen with effective communication.
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A number of friends pointed to 50 reasons not to change and the accompanying graphic from the Biocultural Science & Management Blog.
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Bill Brantley has clarified what he means by "microprojects." I'm not sure they are that different from "normal" projects. What about you?
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The second unconference session was initiated by Aliza Sherman as a result of the communities panel from Friday, where there was not enough time to talk about how and why communities die / break-up / fade away.
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Luke Niasmith has a nice pair of images, one from Robinson, and another that reverses the positive effect. They depect 7 Steps to Behavior Change.
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There are two types of buy-in, but Eli Goldratt totally forgot about one after writing It's Not Luck.
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A review of The Leader with Seven Faces by Leandro Herrero.
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Shawn Callahan has an post on the importance of leadership defining senses of direction, discovery and destiny for change programs. I suggest that maybe change shouldn't be the focus.
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Thingamy founder Sigurd Rinde has an interesting perspective on business and what to do about how we've always done things in his "thingamy manifesto."
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Really. KM is only "hard" if the change from what is happening yesterday to what should be happening tomorrow is significant to the people expected to make the change.
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Malcolm Ryder just posted an interesting piece on the difference between measurement, performance and management. I think this is relevant to the discussion of reinforcing desired behaviors within an organization.
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Two of the Theory of Constraints mailing lists have been discussing (somewhat tediously) the importance of "change" and creating the right behaviors to make the change happen. A recent poster linked to Huthwaite's The Four Truths.
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I don't usually quote the same article for different reasons, but Clay Shirky has done it. In his recent article on expertise, he hits on the interesting subject of change - how people change, why they might not want to.
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