More good things happen; fewer bad things happen.
Change &Implementation  <ul><li>“ It is not the pace of change that is the culprit, it is the piecemealness and fragmentat...
Coherence Making Creating Knowledge Culture of Change Sharing Knowledge Leadership Style Teams & Groups Chaos Culture Stru...
<ul><li>In many organizations, the problem is not the absence of innovations but the presence of too many disconnected, ep...
Change is Complex and Chaotic Vision Skills Incentives Resources Action Plans  Results Confusion  Anxiety  Resistance  Fru...
Features of Coherence Making <ul><li>Lateral Accountability </li></ul><ul><li>Shared Commitment </li></ul><ul><li>Sorting ...
Feature of Coherence Making <ul><li>Lateral Accountability </li></ul><ul><li>An interactive, collaborative system </li></ul>
Feature of Coherence Making <ul><li>Shared Commitment </li></ul><ul><li>A common understanding of the responsibility to se...
Feature of Coherence Making <ul><li>Sorting </li></ul><ul><li>A process embedded in knowledge creation and sharing. </li><...
<ul><li>What words come to mind when you think about “living on the edge of chaos”? </li></ul><ul><li>What leadership char...
LEADERS <ul><li>Leaders embrace change because without change no real progress is made. </li></ul><ul><li>Leaders know tha...
Change is Complex and Chaotic Vision Skills Incentives Resources Action Plans  Results Confusion  Anxiety  Resistance  Fru...
<ul><li>What happens when all aspects of change are not considered? </li></ul><ul><li>Vision+Skills+Incentives+Resources+A...
 
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Coherence Making

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Coherence Making

  1. 2. More good things happen; fewer bad things happen.
  2. 3. Change &Implementation <ul><li>“ It is not the pace of change that is the culprit, it is the piecemealness and fragmentation that wears us down.” </li></ul><ul><ul><ul><ul><ul><li>(Fullan, 2003) </li></ul></ul></ul></ul></ul>
  3. 4. Coherence Making Creating Knowledge Culture of Change Sharing Knowledge Leadership Style Teams & Groups Chaos Culture Structure
  4. 5. <ul><li>In many organizations, the problem is not the absence of innovations but the presence of too many disconnected, episodic, piecemeal projects with superficial implementation. </li></ul>
  5. 6. Change is Complex and Chaotic Vision Skills Incentives Resources Action Plans Results Confusion Anxiety Resistance Frustration Treadmill Inertia
  6. 7. Features of Coherence Making <ul><li>Lateral Accountability </li></ul><ul><li>Shared Commitment </li></ul><ul><li>Sorting </li></ul>
  7. 8. Feature of Coherence Making <ul><li>Lateral Accountability </li></ul><ul><li>An interactive, collaborative system </li></ul>
  8. 9. Feature of Coherence Making <ul><li>Shared Commitment </li></ul><ul><li>A common understanding of the responsibility to selected ideas and paths of action </li></ul>
  9. 10. Feature of Coherence Making <ul><li>Sorting </li></ul><ul><li>A process embedded in knowledge creation and sharing. </li></ul>
  10. 11. <ul><li>What words come to mind when you think about “living on the edge of chaos”? </li></ul><ul><li>What leadership characteristics do you have to create conditions for coherence making? </li></ul><ul><li>What leadership characteristics might you need to develop to create coherence making? </li></ul>
  11. 12. LEADERS <ul><li>Leaders embrace change because without change no real progress is made. </li></ul><ul><li>Leaders know that our organizations are living organizations with characteristics that promote change and progress. </li></ul>
  12. 13. Change is Complex and Chaotic Vision Skills Incentives Resources Action Plans Results Confusion Anxiety Resistance Frustration Treadmill Inertia
  13. 14. <ul><li>What happens when all aspects of change are not considered? </li></ul><ul><li>Vision+Skills+Incentives+Resources+Action Plans+Results=Change </li></ul><ul><li>Skills+Incentives+Resources+Action Plans+Results=???? </li></ul>Change is Complex and Chaotic

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