FRAME
an Energized Approach to
Adaptive Change,
Smart Process and
Lasting Results 
Deb Nystrom, REVELN Consulting
Knowlege...
Disciplines – Which Lense? 
•  Change Management, 
•  Project Management, 
•  Knowlege Management, 
•  Organizational Lear...
Views of Change Management
Mariana Tomas Flickr-cc
« I will adapt. »
« Many change projects fail, and the most commonly cited reason is neglect of the human dimensions of
ch...
Adaptive Change
•  Think about a recent
“adaptive change”
you’ve made
successfully?
•  How did it feel at first?
•  Were th...
Adaptive vs. Technical Change
•  Technical change
involves installing
solutions to
problems for which
you know the
answers...
Flexibility,
Adapting to
Change
To Reach the
Real Finish
Line
F – Flexibility, The Real, Far Further
Finish Line
•  Sustainability &
Reinforcement are
The Real Finish Line
in Change Pr...
Flexibility/Adaptability to
Change
Definition
•  Responds positively to and champions
change to others; 
•  Demonstrates an...
Flexibility,
Adapting to
Change
To Reach the
Real Finish
Line
John Kotter’s 8 Steps
Step 1: Increase Urgency
Step 2: Build...
Source: William Bridges – Transitions
Outdated
or
Classic?
Kurt
Lewin



@ChangeTools
Mash-Ups?
From a
Change
Toolkit:
Beginning
• when the new
way feels
comfortable,
right and the
only way
Example:
having a ...
Vision Resources
Action
Plan
Skills Incentives Change
Resources
Action
Plan
Skills Incentives Confusion
Vision Resources
A...
Models
PROSCI & ADKAR
Organizational Change
Change Models
S  Kurt Lewin’s 3 Stage Model: Unfreeze, Change,
Refreeze
S  Bridges Three Stage Mod...
Organizational Change

Large Scale Change References:

S  Theory U, Otto Sharmer
S  The Change Handbook, Editors: Holman...
Factors?
•  Stable team 
•  Right number of
people
•  Clear vision
•  Well-defined
roles and
responsibilities
•  Appropriat...
The single strongest predictor of 
group effectiveness 
Article: Adam Grant, Givers take all: The hidden dimension of
corp...
The highest-performing teams invest extensive
time and energy in coaching, teaching and
consulting with their colleagues, ...
Anti-Fragile
Some things benefit from
shocks; they thrive and
grow when exposed to
volatility, randomness,
disorder, and st...
“It is not the strongest of the species that survives,
nor the most intelligent ....It is the one that is the
most adaptab...
Photos: Sponge, by rob.knight Flickr cc
_______
Beyond
Resilience
@ChangeTools
Adapt to a VUCA World
•  Volatile, Uncertain, Complex, and
Ambiguous – Bob Johansen
•  Includes “Black Swan” events –
Nass...
Key paradox: “Our focus on removing or 
minimizing randomness has actually had the 
perverse effect of increasing fragilit...
“It is as if the mission of modernity was to
squeeze every drop of variability and
randomness out of life— with the ironic...
Model by Stephen Denning, 
the former Program Director of Knowledge Management at the World Bank
His original model, Organ...
Summary Simplicity
FRAME
1.  Start the Conversations, Share the Concepts AND
Research Results > Energy, Process, Project,
...
Freedom is actually 
a bigger game than power. 
Power is about 
what you can control. 
Freedom is about 
what you 
can unl...
What is Open Space
Technology?
REVELN.com & KM Solutions Showcase™
H. H. Owen’s
assumptions:
•  If the boss orders it,
not...
Open Space Technology
Principles:
1. Whoever comes are the
right people.
2. Whatever happens is
the only thing that
could ...
What
challenged
you?
What
inspired
you?
What
surprised
you?
44	
  
Reflection &Wrap-Up
Partial Biography
•  Book: Antifragile: Things That Gain From Disorder,
Nassim Nicholas Taleb, 2012 (Has a Facebook page)
...
“Organizations are 
webs of participation. 
Change the patterns of participation, 
and you change the organization . . . 
...
...Put simply, you cannot 
compel enthusiasm and commitment 
from knowledge workers. 

Only workers who choose to opt in
—...
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results
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FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results

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As presented for the March 27, 2014 KM Solutions Showcase™ Conference:
Arlington, Virginia, USA

People are innately social, so why not use innately social methods to empower informal and formal knowledge management practices? Learn how to FRAME an approach to adaptive, people centered change and knowledge management. The session will include Open Space Technology (OST), a flexible, energy-led method useful for problem solving as well as learning, providing timely, KM friendly results. If you aspire to an organizational culture that values giving and shared learning, then review this OST-assisted session set of slides for insights.

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FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Results

  1. 1. FRAME an Energized Approach to Adaptive Change, Smart Process and Lasting Results Deb Nystrom, REVELN Consulting Knowlege Management Institute, Arlington, VA Thursday, March 27, 2014 @dnrevel @REVELNConsults @AgileChange @ChangeTools
  2. 2. Disciplines – Which Lense? •  Change Management, •  Project Management, •  Knowlege Management, •  Organizational Learning •  Organization Effectiveness / Organization Development •  Group Dynamics - Groups & Teams Facilitation @ChangeTools
  3. 3. Views of Change Management Mariana Tomas Flickr-cc
  4. 4. « I will adapt. » « Many change projects fail, and the most commonly cited reason is neglect of the human dimensions of change. This neglect often centres around a lack of insight into why people are unhappy with organisational change, a poor appreciation of the process of change, and a limited knowledge of the tools and techniques that are available to help. » Statement from a university 2008 Change Toolkit REVELN.com Photo: by frankula Flickr-cc
  5. 5. Adaptive Change •  Think about a recent “adaptive change” you’ve made successfully? •  How did it feel at first? •  Were the a few emotions or many? •  What made a difference in helping the change succeed? @ChangeTools
  6. 6. Adaptive vs. Technical Change •  Technical change involves installing solutions to problems for which you know the answers. @ChangeTools •  Adaptive change is about addressing problems for which you don’t yet know the solutions, often requiring not only changes in behaviors or preferences, but also hearts and minds, which can result in the transformation of the system. Source: Fullan (2003, 2005) cites Heifetz and Linsky (2002) to distinguish between technical and adaptive change.
  7. 7. Flexibility, Adapting to Change To Reach the Real Finish Line
  8. 8. F – Flexibility, The Real, Far Further Finish Line •  Sustainability & Reinforcement are The Real Finish Line in Change Projects •  2014 Study: Only 44% reported that resources were allocated to this effort. •  Process AND Project Results @ChangeTools
  9. 9. Flexibility/Adaptability to Change Definition •  Responds positively to and champions change to others; •  Demonstrates an ability to incorporate innovative practices into the workplace to enhance effectiveness and efficiency. ORGANIZATIONAL COMPETENCY #6 (Out of 8) University of Michigan, Business & Finance
  10. 10. Flexibility, Adapting to Change To Reach the Real Finish Line John Kotter’s 8 Steps Step 1: Increase Urgency Step 2: Build the Guiding Team Step 3: Get the Vision Right Step 4: Communicate for Buy-In Step 5: Empower Action Step 6: Create Short-Term Wins Step 7: Don't Let Up Step 8: Make Change Stick @ChangeTools
  11. 11. Source: William Bridges – Transitions
  12. 12. Outdated or Classic? Kurt Lewin @ChangeTools
  13. 13. Mash-Ups? From a Change Toolkit: Beginning • when the new way feels comfortable, right and the only way Example: having a baby. After a few months in the neutral zone of turmoil, you come to a stage when you cannot imaging life without your new baby. @ChangeTools
  14. 14. Vision Resources Action Plan Skills Incentives Change Resources Action Plan Skills Incentives Confusion Vision Resources Action Plan Incentives Anxiety Vision Resources Action Plan Skills No Change Vision Action Plan Skills Incentives Frustration Vision ResourcesSkills Incentives False Starts Complex Change Model – Dr. Mary Lippitt
  15. 15. Models
  16. 16. PROSCI & ADKAR
  17. 17. Organizational Change Change Models S  Kurt Lewin’s 3 Stage Model: Unfreeze, Change, Refreeze S  Bridges Three Stage Model (Endings, Neutral Zone, New Beginnings) S  DVF Model for Change S  Preferred Future, Planned Change Model S  Dr. Mary Lippitt’s Complex Change Model S  Jeffery M. Hiatt ADKAR Model (Prosci) S  Daryl Conner’s Change Curve S  John Kotter’s 8 Stages of Change @ChangeTools
  18. 18. Organizational Change Large Scale Change References: S  Theory U, Otto Sharmer S  The Change Handbook, Editors: Holman, Devane S  Whole Scale Change, Kathie Dannemiller, Dannemiller-Tyson S  Managing at the Speed of Change, Daryl Conner S  Leading Change, John Kotter @ChangeTools
  19. 19. Factors? •  Stable team •  Right number of people •  Clear vision •  Well-defined roles and responsibilities •  Appropriate rewards •  Recognition and resources •  Strong leadership www.REVELN.com Photo: by Wade Brooks, Flickr
  20. 20. The single strongest predictor of group effectiveness Article: Adam Grant, Givers take all: The hidden dimension of corporate culture, April 2013 (McKinsey)
  21. 21. The highest-performing teams invest extensive time and energy in coaching, teaching and consulting with their colleagues, fostering a “giver” culture Photo: by Ekaterina Sotova Flickr.jpg
  22. 22. Anti-Fragile Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. ...Yet, there is no word for the exact opposite of fragile. Let us call it antifragile. Antifragile: Things that Gain from Disorder - Taleb, Nassim Nicholas M i c h e l l e R o g e r s , 2 1s t C e n t u r y M e d i a @ChangeTools
  23. 23. “It is not the strongest of the species that survives, nor the most intelligent ....It is the one that is the most adaptable to change.” ~ Charles Darwin Photo: by praline3001 Flickr
  24. 24. Photos: Sponge, by rob.knight Flickr cc _______ Beyond Resilience @ChangeTools
  25. 25. Adapt to a VUCA World •  Volatile, Uncertain, Complex, and Ambiguous – Bob Johansen •  Includes “Black Swan” events – Nassim Taleb •  “Large-scale unpredictable and irregular events of massive consequence.” www.REVELN.com
  26. 26. Key paradox: “Our focus on removing or minimizing randomness has actually had the perverse effect of increasing fragility.” Photo: by Tamsin Slater, Flickr
  27. 27. “It is as if the mission of modernity was to squeeze every drop of variability and randomness out of life— with the ironic result of making the world a lot more unpredictable, as if the goddesses of chance wanted to have the last word.” ― Nassim Nicholas Taleb, Antifragile: Things That Gain from Disorder
  28. 28. Model by Stephen Denning, the former Program Director of Knowledge Management at the World Bank His original model, Organizational Tools for Changing Minds – is posted on “There’s No Such Thing as Leadership? Pull, Influence and ‘Open Space’ vs. Power” - REVELN.com Vision,  Storytelling,   Persuasion,  Conversa4ons,   Role-­‐Modeling     Inspira4on   Tradi&on         Ritual  Management  Systems   Informa&on   Coercion       Threats       Fiat       Punishments   In&mida&on   Negotiation Strategic Planning.... Incentives Control Systems Promotion.....
  29. 29. Summary Simplicity FRAME 1.  Start the Conversations, Share the Concepts AND Research Results > Energy, Process, Project, Sustaining Results 2.  Start with Yourself: Model Individual, Group & Team Help-Seeking & Giving 3.  Build aspirational values through connecting with other with Other Givers! 4. Hire “Givers,” Model & coach “Matchers,” and Screen out “Takers” Fire Hydrant Conversation, by ohhector, People by Radarsmum67, Flickr
  30. 30. Freedom is actually a bigger game than power. Power is about what you can control. Freedom is about what you can unleash. ~ Harriet Rubin "Freedom" by Dee Teal - Flickr cc
  31. 31. What is Open Space Technology? REVELN.com & KM Solutions Showcase™ H. H. Owen’s assumptions: •  If the boss orders it, not much will get done. •  The best way to get something done is to give it to those who have a passion for it.
  32. 32. Open Space Technology Principles: 1. Whoever comes are the right people. 2. Whatever happens is the only thing that could have. 3. Whenever it starts is the right time. 4. When it’s over, it’s over. 43   The Law of Two Feet
  33. 33. What challenged you? What inspired you? What surprised you? 44   Reflection &Wrap-Up
  34. 34. Partial Biography •  Book: Antifragile: Things That Gain From Disorder, Nassim Nicholas Taleb, 2012 (Has a Facebook page) •  Article: Givers Take All: The hidden dimension of corporate culture. April 2013 | by Adam Grant , McKinsey Quarterly •  Visit Deb’s REVELN.com TOOLS page for a newsletter preview, links to Books & Articles including “Change and Anti-Fragile” REVELN.com & KM Solutions Showcase™
  35. 35. “Organizations are webs of participation. Change the patterns of participation, and you change the organization . . . At the heart of participation is the mind and spirit of the knowledge worker. ~ John Seely Brown & Estee Solomon Gray @ChangeTools
  36. 36. ...Put simply, you cannot compel enthusiasm and commitment from knowledge workers. Only workers who choose to opt in —who voluntarily make a commitment to their colleagues —can create a winning company.” ~ John Seely Brown & Estee Solomon Gray, “The People Are the Company” – Fast Company Cited in Beyond Performance Management, by Jeremy Hope & Steve Player (2012) Deb Nystrom REVELN.com

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