The document discusses how change is difficult for humans but necessary. It emphasizes making time for change and seeing oneself as an agent of change rather than a victim. It provides tips for building an efficient schedule and using tools to maximize one's time. It also discusses how leaders can help create dialogue and follow positive energy rather than focusing only on problems or resistance to change.

1. CHANGE WILL NEVER BE
THIS SLOW AGAIN.

2. CHANGE IS HARD
FOR HUMANS

3. CHANGE IS HARD
FOR HUMANS
TIME IS ALWAYS SCARCE

4. CHANGE IS HARD
FOR HUMANS
TIME IS ALWAYS SCARCE
(IT WILL BE EVEN MORE
SCARCE IF YOU DON’T
MAKE TIME FOR IT NOW.)

5. IT STARTS WITH YOU:
AGENT
VS.
VICTIM

6. LET’S MAKE TIME
What time are you most efficient?
(Morning? After 10pm?)
Build your schedule around this.

7. LET’S MAKE TIME
What time are you most efficient?
(Morning? After 10pm?)
Build your schedule around this.
What tools or resources can you use to
make the most of this time?
(Other employees? New systems? Apps?)
Invest time a little time and get a lot back.

8. LET’S MAKE TIME
What time are you most efficient?
(Morning? After 10pm?)
Build your schedule around this.
What tools or resources can you use to
make the most of this time?
(Other employees? New systems? Apps?)
Invest time a little time and get a lot back.
In what context are you least efficient?
(Be wary of multitasking, unproductive meetings.)
Put your foot down. Be a lion.

9. Swedish physicist Bodil Jonsson has spent
several decades thinking about the
opportunities and problems facing human
beings in these modern times.
Technological developments--from high-
speed travel to cell phones to computers
and the Internet--would seem to save
time, but as the pace of our lives increases,
we all feel as if we have much less of it.

10. Don’t become a victim
of technology
Make it work for you

11. … Everything can be taken from a man but
one thing: The last of the human freedoms -
to choose one’s attitude in any given set of
circumstances, to choose one’s own way.
- Victor E Frankl

12. Where you start determines where you end
Problem oriented Ressource oriented
The change is seen as A threat A possibility
The employee is seen as Victim Agent
The focus is on The individual Relations
The organisation in seen
A machine A living organism
as
- to fertilize the soil
- to crunch problems - to create space for
The task of the leaders
- to overwin barriers dialogue
are to
- to remove resistance - to follow the positive
energy

13. NOW, LET’S DEAL
WITH EVERYONE ELSE.

15. Aristoteles said:
“For the things we have to
learn before we can do, we
learn by doing”

16. 01
EVERETT ROGERS
Real change takes time.

17. 01
Use your internal network - your internal fans.

19. planning workshop

20. VISION AWARENESS PLAN = CHANGE
LOW
VISION AWARENESS PLAN = MOTIVATION
MISSING
VISION AWARENESS PLAN = DIRECTION
UNRELIABLE
VISION AWARENESS PLAN = PROCESS

21. Now is
amazing

22. Think ahead around 2 years from
now and imagine you have
accomplished everything you set out
to accomplish - and describe the
ideal version of you and the work
you do.

23. The
impossible
will take a
little while -
Billie
Holiday
Changedesign