All tagged change
Marshall Goldsmith's "Triggers: Creating Behavior That Lasts - Becoming the Person You Want to Be" is a great, quick read. I couldn't help but think of "wear the world as a loose garment" as I thought further about the book.
My review of Chip and Dan Heath's new book, Switch. It has been making the rounds of my networks, and now it sits next to me with lots of dog-eared paged and underlinings. And special thanks to Tammy Green for adding another point of view to my thoughts here.
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.
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.
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.
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.
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.
There are two types of buy-in, but Eli Goldratt totally forgot about one after writing It's Not Luck.
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.
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.
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.
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.
Okay, I made a mistake, I admit it. The CEO example is not a good one for real What Good Looks Like discussions. Let me give some examples to clarify.
Bruce LaDuke suggests that IT KM are Boat Anchors because they don't have a connection to the true performance of the organization. He suggests it is the realm of HR performance management that provides much better connection to improvement. But what if people are performing the wrong things?
An interesting find from Dana Dolan on discussing productivity and whether collaboration projects require a leap of faith. I focus on the productity end of the question.
"Change" is difficult (for people being told to change) because they have no idea what the change means for them and their work. Give people a clear target and a reason for reaching it, and you will be amazed at the changes that simply happen in order to align to that target.
Malcolm Ryder has a recent piece that looks at Change that provides some steps to consider on the way to creating change within the organization. As I read his article, I saw some parallels to the Theory of Constraints' five focusing steps.
Dennis Reyes at ITtoolbox's writes "That Won't Work Here...It's too Transparent!" which suggests change management needs to be a critical aspect of business changes.
The Satir Change Model, as explained by Dale H. Emery, is change in response to a foreign element that creates chaos while I figure out how to deal with the change. Ideally, the end state leaves me in a higher perfroming state than where I started.