Intentional Change: A Strengths-Based Perspective to Move Your School to the ...Paul Thallner
Your school is perfectly designed to get the results it’s getting right now. So, expecting different results by doing what you are currently doing isn’t likely to work. This session, designed for school leaders, explores a strength-based approach to analyzing and transforming your school and its culture. Whether you are implementing a new assessment system, revamping your recruitment and selection process, or simply need to get the 'mojo' back, we know school leaders struggle with implementing changes in their school community. Participants at this presentation -- delivered at the 16th annual Colorado Charter Schools Conference -- left with a better understanding of a process that supports intentional change to get clear results while building a stronger culture among the adults.
A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.
There is also a booklet available about this topic:
http://www.lulu.com/product/ebook/how-to-change-the-world/18934108
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
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.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
A History of Performance Appraisals, Letting Go - REVELNDeb Nystrom
This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.
This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM
Tweets: @RevelnConsults
The full context is in this article on the www.REVELN.com blog:
A History of Performance Appraisals: Letting Go to Power New Culture
* http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/
As well as:
* Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
* 3 Success Factors for High Performance Teams, and What Gets In the Way
* Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
http://reveln.com/blog/
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
Intentional Change: A Strengths-Based Perspective to Move Your School to the ...Paul Thallner
Your school is perfectly designed to get the results it’s getting right now. So, expecting different results by doing what you are currently doing isn’t likely to work. This session, designed for school leaders, explores a strength-based approach to analyzing and transforming your school and its culture. Whether you are implementing a new assessment system, revamping your recruitment and selection process, or simply need to get the 'mojo' back, we know school leaders struggle with implementing changes in their school community. Participants at this presentation -- delivered at the 16th annual Colorado Charter Schools Conference -- left with a better understanding of a process that supports intentional change to get clear results while building a stronger culture among the adults.
A meta-model for changing social complex systems, like teams and organizations. This topic is part of the Management 3.0 course.
There is also a booklet available about this topic:
http://www.lulu.com/product/ebook/how-to-change-the-world/18934108
Leading change is not as easy as it sounds. This slide pack gives an overview of a presentation I gave to a group of front line manager at a regional hospital in Red Deer Alberta. Enjoy! Marlies
FRAME an Energized Approach to Adaptive Change, Smart Process AND Lasting Res...Deb Nystrom
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.
3 Success Factors that Define High Performance TeamsDeb Nystrom
The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix.
This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.
See the full post here: http://reveln.com/3-success-factors-for-high-performance-teams-and-what-gets-in-the-way/
A History of Performance Appraisals, Letting Go - REVELNDeb Nystrom
This presentation provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next. Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.
This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM
Tweets: @RevelnConsults
The full context is in this article on the www.REVELN.com blog:
A History of Performance Appraisals: Letting Go to Power New Culture
* http://reveln.com/a-history-of-performance-appraisals-letting-go-to-power-new-culture/
As well as:
* Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
* 3 Success Factors for High Performance Teams, and What Gets In the Way
* Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
http://reveln.com/blog/
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
[Business Agility Conference 2022] The top 3 points you should have paid atte...Jason Yip
When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
How a learning organization can be posed to tread an extraordinary path akin to mythological endeavors… … thus becoming an Epic Learning Organization: From a redefinition of Personal Mastery, to building such an organization, to strategic planning and storytelling the journey, and to leading the journey --- This is a proposal for a sixth organizational learning discipline. .
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Does coaching feel trying at times? "Sometimes we're tested. Not to show our weakness, but to discover our strengths. When adopting new frameworks and practices that challenge old habits or beliefs, individuals often get stuck. And when individuals are stuck, it can lead to entire teams or organizations getting stuck. In this session, we'll explore what it means to amplify our strengths rather than our weaknesses in order to help people get un-stuck. Find out how we've changed hearts and minds to embrace change by tapping into our uniqueness as coaches.
If you are a change agent working with teams or leaders who are struggling to be agile, learn how to use your strengths to meet them where they are and form a stronger coaching relationship.
[Yow! 2019] 3 insights from 4 years at SpotifyJason Yip
Thinking back over my 4 years at Spotify, I see 3 main insights:
1. Aligned autonomy is an ongoing struggle;
2. Building teams in the context of high growth require different assumptions;
3. Consulting companies are generally better at forming high-performing teams fast.
Discover in this deck quite a few leadership models, know all about control vs self-organization and have a new/updated leadership style framework.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
Presentation from the Entrepreneurial Librarian Conference, October 17, 2014. Wake Forest University. entrelib.org. Marcy Simons, University of Notre Dame
[Business Agility Conference 2022] The top 3 points you should have paid atte...Jason Yip
When people say “Spotify Model” they’re almost always thinking about org structure (Squads, Chapters, Guilds, Tribes). Structure is the last thing you should worry about. Before structure, I’ll expand on what you should have been paying attention to.
These are the slides for the pre-work film that Helen Bevan made for her ‘flipped classroom’ mini-course, M5, at the Institute for Healthcare Improvement (IHI) 26th Annual National Forum on Quality Improvement in Healthcare, 8th December 2014. You can watch the film here: https://www.youtube.com/watch?v=4bsCpZ6Gv10 In this film, Helen outlines some of the big drivers for change facing leaders today. This film amplifies the themes in the White Paper, ‘A new era of thinking and practice in change and transformation: A call to action for leaders in health and care.’ You can download the White Paper at http://www.nhsiq.nhs.uk/resource-sear....
To stay connected with the latest thinking on health and care transformation subscribe to The Edge, a virtual knowledge hub for change activists here:
http://theedge.nhsiq.nhs.uk
Follow Helen Bevan on Twitter at @HelenBevan
Last parts of a knowledge management course for MBA students. These parts deal with 1) P. Senge's Learning Organization and 2) competitive intelligence
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
How a learning organization can be posed to tread an extraordinary path akin to mythological endeavors… … thus becoming an Epic Learning Organization: From a redefinition of Personal Mastery, to building such an organization, to strategic planning and storytelling the journey, and to leading the journey --- This is a proposal for a sixth organizational learning discipline. .
The 7 Duties of Great Software ProfessionalsJurgen Appelo
Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
Does coaching feel trying at times? "Sometimes we're tested. Not to show our weakness, but to discover our strengths. When adopting new frameworks and practices that challenge old habits or beliefs, individuals often get stuck. And when individuals are stuck, it can lead to entire teams or organizations getting stuck. In this session, we'll explore what it means to amplify our strengths rather than our weaknesses in order to help people get un-stuck. Find out how we've changed hearts and minds to embrace change by tapping into our uniqueness as coaches.
If you are a change agent working with teams or leaders who are struggling to be agile, learn how to use your strengths to meet them where they are and form a stronger coaching relationship.
[Yow! 2019] 3 insights from 4 years at SpotifyJason Yip
Thinking back over my 4 years at Spotify, I see 3 main insights:
1. Aligned autonomy is an ongoing struggle;
2. Building teams in the context of high growth require different assumptions;
3. Consulting companies are generally better at forming high-performing teams fast.
Discover in this deck quite a few leadership models, know all about control vs self-organization and have a new/updated leadership style framework.
Want to attend our next webinar? Become a Shiftup Explorer: https://shiftup.work/product/explorer-agility-innovation-qualification-program/
Presentation from the Entrepreneurial Librarian Conference, October 17, 2014. Wake Forest University. entrelib.org. Marcy Simons, University of Notre Dame
Eight steps to leading a successful SharePoint project. Based on the article 'Leading Change' by John P Kotter with examples based on experiences with SharePoint projects over the past decade. Focused on business value, not technical fe
This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
Emerging breakthroughs in regional and community centred careSpringboard Labs
How do we get to breakthroughs in healthcare delivery system redesign? This opening presentation from the Innovation Expedition in Healthcare that took place in Cambridge, October 24-26 provides frameworks and case examples to address this question.
New giants like Amazon, Google, Apple, and
Facebook, along with emerging ones like Uber and
Airbnb, reap the benefits of new phenomena: the
“winner take all” network effects. Advancing technology
will leave no aspect of working and private life unaffected
— as many more of us will learn as automation
expands beyond manual and service work and into
the realm of knowledge work. With this article the blog series on HBR for the Drucker Forum 2015 was kicked off.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
Today’s Team Coaches would be well-served to create the ground conditions so that the “voice” of that team entity can be accessed.
What does the team need? What does the team want to have happen? To the extent that the coach can reveal that, the team (and its members) have a completely different access point to optimization and resilience.
In this program, we will explore some of the meta skills, competencies and tools to navigate team coaching.
Marita Fridjhon, PCC, CPCC, ORSC, is Co-Founder and CEO of CRR Global. She is a consultant to several large organizations and mentor to a large number of practitioners in the field of Relationship Systems Intelligence.
In addition, Marita designs curriculum and operates training programs for coaches, executives and teams. She came to this work from an extensive background of Clinical Social Work, Community Development, Process Work, Family Systems Therapy, Business Consulting and Alternative Dispute Resolution.
This presentation was made to the ICF Team & Group Coaching Community of Practice on Oct 6, 2015.
The brain new world - insights for organisations and strategyThe BrainLink Group
We seek to understand organisations and their strategy by using the brain as a metaphor. In this sense, the organisation not only HAS a brain, but in many respects, it IS a brain.
In a few sentences summarize the key takeaway from chapter 3, 4 & MalikPinckney86
In a few sentences summarize the key takeaway from chapter 3, 4 & 5 then continue to answer the following:
1. What is our personal abyss, and according to Haldeman, what are we afraid of?
2. How have recent events placed your organization at an impasse? Could you or your organizations have been more prepared for the impasse? In what sense? Which people and organizations are most likely to be unprepared and have the hardest time?
3. Think of and ask a discussion question back to your cohort group.
Please see Chapters Below
CHAPTER THREE
Change Process and Models
William J. Rothwell, Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue
A model for change is a simplified representation of the general steps in initiating and carrying out a change process. It is rooted in solid research and theory. Managers and consultants, when demonstrating the competencies of an OD practitioner, are well-advised to rely on a model for change as a compass to show them the direction in which to lead the change effort and change process. In this chapter, we review numerous models to guide the change process.
AN OVERVIEW OF KEY MODELS FOR ORGANIZATIONAL CHANGE The change models we share rely primarily on a normative, reeducative, and innovative approach to behavioral change. They are (1) the traditional action research model, (2) Appreciative Inquiry, and (3) an evolving view of the action research model. The Traditional Action Research Model Action research has long been the foundation for many change efforts. It is properly regarded as a philosophy, a model, and a process. Like any change model, action research is a simplified representation of the complex activities that 42
CHANGE PROCESS AND MODELS 43 should occur in a change effort if it is to be participative, engaging, and empowering for those affected by it. The model serves as a compass to consultants facilitating change. While it does not tell consultants, managers, or workers exactly what to do in a paint-by-the-numbers fashion, it provides a process whereby the consultant and client can jointly inquire and decide what change is required. It helps consultants track where they are and where they are going. While the action research model has been depicted in different ways, the depictions of it share common characteristics. Figure 3.1 illustrates a general model of action research. Action research may also be understood as a process of continuing events and actions. In a classic description, French and Bell (1990) defined this interpretation of action research as "The process of systematically collecting research data about an ongoing system relative to some objective, goal, or need of that system; feeding these data back into the system; taking actions by altering selected variables within the system based both on the data and on hypotheses; and evaluating the results of actions by collecting more data" (99). One way to think about the traditional action re ...
How to design healthy team dynamics to deliver successful digital projects.pptxTechSoupConnectLondo
Presentation given by Janine Woodward-Grant & Alex Mecklenberg to the TechSoup Connect London on the theme of culture change around digital projects in the not for profit sector, specifically looking at team dynamics and team roles
Through the new lens: Quality & Complexity bruce waltuckBruce Waltuck
Slides from my webinar of 4/5/11, for the HD&L Division of ASQ. A presentation on re-defining Quality through the perspective of complex adaptive systems. Introduces several frameworks and tools; provides examples and resources.
The Key Success Factor in Knowledge Management... What Else? Change ManagementPatti Anklam
Presented at SLA 2013, on a panel with Ethel Salonen of MITRE Corporation. Provides perspective on change management and how it is used in understanding and creating interventions in knowledge networks.
Strategies for ChangeWeek 7 The Hard Side of Change Management.docxcpatriciarpatricia
Strategies for Change
Week 7: "The Hard Side of Change Management"
Change is a challenge. This isn’t news. We focus on all the elements that may stand in our way such as human resistance, poor leadership, or lack of motivation. But sometimes we get so wrapped up in these soft elements of change that we overlook the nuts and bolts, the hard elements that are important to making change successful.
Initial Post Instructions
After reading “The Hard Side of Change Management” this week, it will be fruitful to explore additional theories of change management. To prepare for the discussion forum this week, conduct some research on other theories: complexity theory; Kurt Lewin's Force Field Analysis (Unfreeze, Change, Freezing); Morgan's
Images of Organization
or related articles.
Compare and contrast these models with Kotter's
8 Steps to Change
. At this point, refrain from personal opinion - focus on an objective analysis of the theories themselves.
Follow Up Posts, 75-150 words minimum
After your initial post, read over the items posted by your peers and your instructor. Select at least two different posts, and address the following items in your responses:
i. Did your peer’s assessment of the different theories offer new insights to you?
ii. What questions remain in your mind after reading their analyses of these change model? Invite further conversation about these theories.
Patricia McCarthy
Kurt Lewin’s Force Field Analysis involved three steps, unfreezing, moving and refreezing. Lewin’s three concepts considered the ideas of shaping and incorporating a way to deal with the investigating, comprehension and achieving change at the organizational and societal level. The unfreezing stage was based on that the balance should be destabilized (unfrozen) before old conduct can be disposed of (unlearned) and new conduct effectively embraced. Under the moving stage one should try to consider every one of the powers at work and distinguish and assess, on a testing premise, all the accessible alternatives. In the final stage refreezing new conduct must be, somewhat, compatible with the remainder of the conduct, character and condition of the person or it will just prompt another round of disconfirmation.
Morgan’s tactic was based on the principle that organization concepts depended on the understanding of images of the organization. Metaphors can be viewed as ideas which can support the understanding of an organization. Morgan’s ideas “metaphors” are a machine, an organism, an information processor (brain), a culture, a political system, a psychic prison, a flux and transformation, an instrument of domination. Morgan’s metaphors have filled in as methods for translating hierarchical issues, as beginning stages for research, and as edges for characterizing writing in the field. The metaphors also include various theories and means of making sense of organizations while some scholars see them as a tool to analyze and.
Similar to Leading Organizational Change: The Three Dimensions of Organizaitons that Leaders Must Addresss for Change to be Successful (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Leading Organizational Change: The Three Dimensions of Organizaitons that Leaders Must Addresss for Change to be Successful
1. Leading Organizational Change: Three
Dimensions of OrganizationsThat
Leaders MUST Address if LeadersWant
Change to Really Happen
Presented by…
Gary F. Best, Ph.D.
Organizational Psychologist
PerformanceBest, LLC
Developed by PerformanceBest, LLC
2. Today’s Conversation
TheThree Dimensions of Organizations
The Dynamics of Change in theThree
Dimensions
Three Change Models Currently Used
A New Approach to Leading Change
Bringing It AllTogether…Using All the
Dimensions to Lead Effective Change
Questions
Developed by PerformanceBest, LLC
6. EightTrust Networks
Formal Hierarchy Informal Networks
Developed by PerformanceBest, LLC
Increasing Levels ofTrust
Career Network (Outside of formal systems)
Innovation Network (Change it now!)
Social Network (Trust lite)
Expertise Network (Built the present )
Strategy Network (Leaders at the top)
Decision Network (Work the system)
Work Network (Transactional)
Learning Network (Integrate old & new)
7. DimensionThree: Humans and our Brains
The Human Brain….
Loves to hardwire—estimates suggest we spend
85 – 90% of our waking time on “auto pilot”
Doesn’t like gaps in the storyline…the brain fills
in blanks in the information we take in and then
treats its additions as fact….
Defaults to hardwired behaviors when under
stress
Is additive concerning information, not
discrete…this means that our memories are not
of discrete events, but made up of elements of all
similar events we participated in.
Will “turn off” the Prefrontal Cortex and turn
“thinking” over to the Amygdala in high stress,
high pressure or other tense situations
Developed by PerformanceBest, LLC
8. The Dynamics of Change in theThree Dimensions
Developed by PerformanceBest, LLC
9. The Naturesof Change
In the formal hierarchy change is understood…
consciously or unconsciously… as mechanistic, linear
and top down…
Here, there are Change Sponsors, Change Agents and
ChangeTargets
In the informal networks change is organic, trust driven
and more prevalent in some networks (Strategy,
Innovation & Learning)…
Here there are trusted change guides who influence
the thinking of members of the network
In the human brain change is about turning off a
mental map (or neural network) and creating a new
mental map that directs new behavior
Here change is about knowledge creation or learning
which creates a new mental map that results in
someone behaving differently
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10. The Process of Change in the Formal Hierarchies
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Shouldwechangesomething?
Wave 1
Wave 2
Wave 3
W 1 initiates the idea of change and talks among
themselves while they decide “change / no change”.
It’s low risk for the sponsors
W1 introduces the idea of change toW2—who has
to catch up with the idea and then design the
change for W1. It’s high risk for the change agents
W2 introduces the idea of change toW3 who has to
catch up with the idea and the design asW2 asksW3
to implement the change for W1. It’s very high risk
for the change targets
11. The Process of Change in the Informal Networks
Change
Modeled
Modeled
Change
Adopted
Modeled
Change
Adopted
Modeled
Change
Adopted
Modeled
Change
Rejected
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12. The Process of Change in the Human Brain
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Through conscious effort on our part, the brain
stops using an existing neural network that was
developed over time and that enabled a certain
behavior (unfreeze)
Through deliberate practice we consciously begin
to develop a new neural network that will enable
a different behavior (change)
Overtime this conscious effort takes hold and the
new neural network becomes “hardwired” or
second nature (refreeze)
Early efforts at change will result in failures and
the less determined will discontinue the effort to
create a new neural network and revert back to
using the old network
This is a 3-D view of connections in the brain originating from different cortical
areas.
New maps may hold clues to brain mysteries. By Elizabeth Landau, CNN
CNN.com, 2 April 2014
14. TheirApproach
Lewin (3) (1947)
1. Unfreeze
2. Change
3. Refreeze
Burke-Litwin (4) (1992)
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External Environment
1. Mission and strategy
2. Leadership
3. Organization culture
Management Practices
1. Structure
2. Work unit climate
3. Systems
Individual Capacity
1. Motivation
2. Task requirements and
individual knowledge,
skills and approaches
3. Individual needs and
values
Kotter (5) (1996)
1. Establish urgency
2. Create guiding coalition
3. Develop vision / strategy
4. Communicate the vision
5. Empower employees
6. Generate short term wins
7. Consolidate gains
8. Anchor change in the
culture
NEW--Begins to address and
account for “networklike”
structures in his book
“Accelerate”.
15. And Each ModelTells Us…..
Lewin tells us how change happens and by inference what you need to do
Burke-Litwin tells us the organizational levers that have to be addressed
for change to be effective
Kotter tells us the steps you need to take and the order they should be
taken for change to be effective
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16. Their Focus Areas and Assumptions
Lewin
Focus on
Change process
Assumptions
Leaders and
managers know what
organizational areas
to manipulate
And how to
manipulate them
Burke-Litwin
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Focus on
Components and structures
Assumptions
Leaders and managers know
what they must do
Managers know how to plan
and sequence the change
Change can be managed
The organization is a system
and all of the moving parts have
to be considered
Kotter
Focus on
Tasks to complete
Assumptions
Change is linear and
top-down
Leaders and managers
know what
organizational areas to
manipulate
And how to manipulate
them
Change can be managed
NEW—to be successful,
change needs a second,
parallel operating
system, a “networklike
structure” focused on
strategy
17. The Problem
the research, on effective change management and effective change efforts
shows that 60-70% of all change efforts undertaken have failed…..
So what’s going on here???
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18. A New Approach to Leading Change
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19. A New Approach
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1. Direct the Rider
Find the bright spots
Script the critical moves
Point to the destination
2. Motivate the Elephant
Find the feeling
Shrink the challenge
Grow your people
3. Shape the Path
Tweak the environment
Build habits
Rally the herd
Heath & Heath(6) (2010)
20. Key Focus Areas and Assumptions
Heath & Heath
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Focus on
Individuals, the brain and
informal networks to drive
change
Assumptions
Change begins with a single
individual or a small group of
individuals and spreads
Change is complex and adaptive
Change is multi faceted
Change is circuitous
Change is organic and
influenced…not mechanical and
directed
21. This New ApproachTells Us
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….how to guide and
influence change
It doesn’t suggest
that change can be
“completely
managed” or “fully
controlled”
22. The BIGTake-away from this model is to….
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…remember the role of the brain in change
The Rider represents your pre-frontal cortex—
the brains “executive” function.You do your
heavy lift thinking using the pre-frontal cortex
The Elephant represents your amygdala…an
ancient part of the brain that when activated
initiates your fight, flight or appease response
When under stress or in unfamiliar territory (a
change situation) your amygdala can be
activated…and when the amygdala is
activated the pre-frontal cortex becomes
much less active
The upshot is that when you need clear, rational
thinking the most…you don’t have it! And that’s
a problem
Remember the Elephant and the Rider (7)
24. Recognize the Impact Point
This means understanding change first
and foremost as originating as an
individual experience…not as an
“organization” experience.
Again, the key is to understand change
first and foremost as originating as an
individual experience…as an
“organizing” experience not as an
“organization” experience
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To Effectively Lead Change,You Must…..
25. Recognize how change operates
Change operates as a complex adaptive
system and not as a mechanical, top-
down effort
When you can view change as a
complex adaptive system, by definition,
you are required to consider and use all
of the dimensions discussed in this
presentation….
The Formal Organization
The informal trust networks
The Rider and Elephant
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To Effectively Lead Change,You Must….
27. Sources
1. Reina, D. S. & Reina, M. L. (2006). Trust and Betrayal in theWorkplace: Building
Effective Relationships inYour Organization. San Francisco: Berrett-Koehler.
2. Kotter, J.P. (2012). Accelerate!. Harvard Business Review: Reprint R211B
3. Schein, E. J. (1995). Kurt Lewin's ChangeTheory in the Field and in the Classroom:
NotesToward a Model of Managed Learning.Working Paper 3821. Revised July
1995
4. Burke,W.W. & Litwin, G. H. (1992). A Causal Model of Organizational
Performance & Change. Journal of Management, 18 (3), 523-545.
5. Kotter, J. P. (1996). Leading Change. Boston: Harvard Business School Press
6. Heath, C. & Heath, D. (2010). Switch: How to ChangeThingsWhen Change is
Hard. NewYork: Broadway Books.
7. Haidt, J. (2006).The Happiness Hypothesis: Finding ModernTruth in Ancient
Wisdom. NewYork: Basic Books (Haidt developed the metaphor of the Rider and the Elephant, see page 4 & 5)
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