Making Change Stick 2010
•
4 likes•675 views
This presentation explores change from a systems thinking perspective. It provides educators with some ideas for implementing changes that stick, following the ACEL Leadership Capability Framework of Leading Self, Others and Organisation.
Report
Share
Report
Share
Download to read offline
Recommended
Managing a NonProfit Board of Directors
This document provides guidance on effectively managing a board of directors. It discusses key roles and responsibilities of the board, chairman, and CEO. It outlines best practices for board governance including implementing board charters, conducting director onboarding, and establishing annual work plans. The document warns of common mistakes like over-reliance on the board for strategic leadership. It also provides tips for pre-meeting preparation, maximizing engagement and decision-making at meetings, and maintaining strong relationships with directors. The overall message is that properly governing the board allows it to serve as a valuable strategic resource to the organization.
Disruptive Leadership for Business Strategy
Sharing the knowledge with JPS leaders of how to be the disrupter and avoid being the disrupted. To unchain the mental model and free the thinking necessary for disruptive thinking and leadership.
A Guide to Performance Improvement Plans
This is a condensed presentation I gave internally regarding our Performance Improvement Process with Happiness Engineers (Customer Support Professionals). It covers what Performance Improvement Plan (PIP) is for, not for, the steps involved, and my tips for running a successful plan with your team member. These plans are not a punishment, and are intended to help a team member succeed long term. By understanding the process fully you are better prepared to help yourself and your team member throughout the process.
How to have effective one on ones
Getting started with one-on-ones can be intimidating for a new manager. Try our tips and let us know what you think?
How to conduct a successful board meeting
This document provides guidance on conducting successful board meetings. It recommends planning meetings well in advance with a calendar of events and action items. Preparing an agenda and materials for directors 3-5 days before each meeting is key. Directors should not be surprised with bad news and ongoing communication between meetings is important. Management presentations should be well-prepared and on-schedule. Executive sessions without management present are also recommended.
Staging your Nonprofit Strategic Planning
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Theory of Change: Strategic Planning for Nonprofit Organizations
A critical component of board governance is overseeing the organization and determining its strategic direction. Strategic planning is more than a work plan for the organization. Learn how organizations can benefit from the strategic planning process itself, how to identify the right facilitator, and specific tools for implementation and accountability.
Leading from a Distance: Practical Tips for Successful Virtual Leadership
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
Recommended
Managing a NonProfit Board of Directors
This document provides guidance on effectively managing a board of directors. It discusses key roles and responsibilities of the board, chairman, and CEO. It outlines best practices for board governance including implementing board charters, conducting director onboarding, and establishing annual work plans. The document warns of common mistakes like over-reliance on the board for strategic leadership. It also provides tips for pre-meeting preparation, maximizing engagement and decision-making at meetings, and maintaining strong relationships with directors. The overall message is that properly governing the board allows it to serve as a valuable strategic resource to the organization.
Disruptive Leadership for Business Strategy
Sharing the knowledge with JPS leaders of how to be the disrupter and avoid being the disrupted. To unchain the mental model and free the thinking necessary for disruptive thinking and leadership.
A Guide to Performance Improvement Plans
This is a condensed presentation I gave internally regarding our Performance Improvement Process with Happiness Engineers (Customer Support Professionals). It covers what Performance Improvement Plan (PIP) is for, not for, the steps involved, and my tips for running a successful plan with your team member. These plans are not a punishment, and are intended to help a team member succeed long term. By understanding the process fully you are better prepared to help yourself and your team member throughout the process.
How to have effective one on ones
Getting started with one-on-ones can be intimidating for a new manager. Try our tips and let us know what you think?
How to conduct a successful board meeting
This document provides guidance on conducting successful board meetings. It recommends planning meetings well in advance with a calendar of events and action items. Preparing an agenda and materials for directors 3-5 days before each meeting is key. Directors should not be surprised with bad news and ongoing communication between meetings is important. Management presentations should be well-prepared and on-schedule. Executive sessions without management present are also recommended.
Staging your Nonprofit Strategic Planning
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Theory of Change: Strategic Planning for Nonprofit Organizations
A critical component of board governance is overseeing the organization and determining its strategic direction. Strategic planning is more than a work plan for the organization. Learn how organizations can benefit from the strategic planning process itself, how to identify the right facilitator, and specific tools for implementation and accountability.
Leading from a Distance: Practical Tips for Successful Virtual Leadership
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
Coaching Techniques
The document outlines key coaching techniques to help individuals realize their potential without demoralizing them. It discusses establishing interdependent relationships between leaders and team members and evaluating, demonstrating, and consolidating to provide feedback and encouragement. The evaluation process involves explaining tasks, checking for understanding, analyzing performance, listening to needs, and aiming to improve work. Demonstrating involves modeling tasks and encouraging learning. Limitations involve allowing development, managing expectations, and stopping incorrect actions. Consolidation focuses on having positive discussions to identify gaps and design action plans to encourage improvement.
Nonprofit Boards and Effective Governance
The document discusses effective governance for nonprofit boards, outlining their fiduciary responsibilities including financial oversight, fundraising, and hiring the CEO. It also covers common issues nonprofit boards face such as membership, structure and processes, and capacity. The document provides an overview of these topics and resources for further information.
7 ways to improve team performance
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
KPI
The document discusses key performance indicators (KPIs) for companies. It provides a long list of potential KPIs across several categories like financial, asset management, cash flow, and market value. It recommends that determining the appropriate KPIs for a company should involve multiple stakeholders from different departments. Companies should select a focused set of around 3 important KPIs tailored to their specific business, with the goal of monitoring results more than the tools or metrics themselves. Regular use and communication of KPIs is important for long-term adoption.
Clarity the Essence of Lean Management
These are the slides for the webinar https://vimeo.com/480910753
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
The 5 Essentials of Chairing Meetings
A section of a workshop I ran in June 2014 on the essential attributes and activities of a meeting Chair.
OKRs, KPIs, and hypothesis driven product development
This presentation discusses OKRs, KPIs, and hypothesis-driven product development. It emphasizes defining clear and measurable OKRs aligned to customer needs, with KPIs to track impact. OKRs and KPIs should guide all work and hold teams accountable. The presentation also discusses testing hypotheses, not just features, through experiments and A/B testing to validate assumptions before fully building out features. All work should be justified by and help achieve OKRs by impacting relevant KPIs. The goal is focusing efforts only on work that addresses clear hypotheses aligned to customer and business goals.
4030
El documento resume los lineamientos del Boletín 4030 sobre el uso del trabajo de otros auditores cuando un auditor principal emite un dictamen. Indica que el auditor principal debe evaluar el efecto del trabajo de otros auditores y decidir si puede asumir la responsabilidad de su trabajo o hacer referencia a él en su dictamen. También cubre cómo manejar salvedades u opiniones adversas en los dictámenes de otros auditores.
8 Stages of change management (Kotter)
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Nonprofit Board of Directors Best Practices
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Agile Leadership Training
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
Performance management workshop
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Change Management for The Change
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Building Effective Teams
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
Radical Focus: Accomplish big goals with objectives and key results
Christina Wodtke demonstrates how to use objectives and key results to tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.
Performance Improvement Plans and Performance Management in the Workplace
http://EmploymentRightsIreland.com A look at PIPs (performance improvement plans) and performance management in the workplace in Ireland
Agile Retrospectives Workshop
The document discusses techniques for leading effective agile retrospectives, highlighting the importance of reflection to improve teamwork. It provides tips for activities, facilitation skills, and creating a psychologically safe environment where participants feel comfortable sharing feedback. The overall goal of retrospectives is for teams to inspect and adapt their processes in order to continuously improve.
Chapter 10 high performing team leadership
The document discusses how to establish an effective team, implement necessary teamwork processes, manage people on teams, handle team issues and conflict, and help virtual teams succeed. It describes establishing a team charter that defines the project purpose and goals, team member roles and responsibilities, and communication protocols. It also discusses creating action and work plans, delivering results, and learning from experience. Managing people on teams involves discussing positions, experiences, expectations, personality and cultural differences. Addressing team issues involves handling analytical, task, interpersonal and role conflicts. Helping virtual teams requires identifying their advantages and challenges and addressing issues like lack of context, cultural differences and trust.
Non-Profit Program Planning and Evaluation
Presentation for Dallas Center for Nonprofit Management for the Nonprofit Management Certificate Program - Part 1 of Program Planning and Evaluation.
Ceo how to create a mission
This document provides a step-by-step guide for nonprofit organizations to create a mission statement as a group in 1-2 hours. It involves 6 steps: 1) storytelling in small groups to identify key elements, 2) sharing stories to identify common themes, 3) crafting mission statements incorporating the themes, 4) sharing draft statements, 5) discussing the importance of the mission, and 6) finalizing the wording. The goal is for the team to develop a simple and memorable mission statement that reflects what the organization stands for and its intended impact.
Making Change Stick L@S2010
1. The document discusses strategies for dealing with change in organizations and making changes stick, including knowing yourself, your team, and having a clear plan.
2. It emphasizes understanding the underlying causes of behaviors over time, as well as trends, to effectively address problems and prevent unintended consequences.
3. Sustaining change requires consistency from individuals connected to organizational values, while considering people and desired outcomes.
Change management
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
More Related Content
What's hot
Coaching Techniques
The document outlines key coaching techniques to help individuals realize their potential without demoralizing them. It discusses establishing interdependent relationships between leaders and team members and evaluating, demonstrating, and consolidating to provide feedback and encouragement. The evaluation process involves explaining tasks, checking for understanding, analyzing performance, listening to needs, and aiming to improve work. Demonstrating involves modeling tasks and encouraging learning. Limitations involve allowing development, managing expectations, and stopping incorrect actions. Consolidation focuses on having positive discussions to identify gaps and design action plans to encourage improvement.
Nonprofit Boards and Effective Governance
The document discusses effective governance for nonprofit boards, outlining their fiduciary responsibilities including financial oversight, fundraising, and hiring the CEO. It also covers common issues nonprofit boards face such as membership, structure and processes, and capacity. The document provides an overview of these topics and resources for further information.
7 ways to improve team performance
Read our presentation on 7 ways to improve team performance and find out how leaders build highly effective teams. In order to improve team working, and build a highly effective team, be sure to spend some time focusing on the points we listed in this presentation.
KPI
The document discusses key performance indicators (KPIs) for companies. It provides a long list of potential KPIs across several categories like financial, asset management, cash flow, and market value. It recommends that determining the appropriate KPIs for a company should involve multiple stakeholders from different departments. Companies should select a focused set of around 3 important KPIs tailored to their specific business, with the goal of monitoring results more than the tools or metrics themselves. Regular use and communication of KPIs is important for long-term adoption.
Clarity the Essence of Lean Management
These are the slides for the webinar https://vimeo.com/480910753
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
The 5 Essentials of Chairing Meetings
A section of a workshop I ran in June 2014 on the essential attributes and activities of a meeting Chair.
OKRs, KPIs, and hypothesis driven product development
This presentation discusses OKRs, KPIs, and hypothesis-driven product development. It emphasizes defining clear and measurable OKRs aligned to customer needs, with KPIs to track impact. OKRs and KPIs should guide all work and hold teams accountable. The presentation also discusses testing hypotheses, not just features, through experiments and A/B testing to validate assumptions before fully building out features. All work should be justified by and help achieve OKRs by impacting relevant KPIs. The goal is focusing efforts only on work that addresses clear hypotheses aligned to customer and business goals.
4030
El documento resume los lineamientos del Boletín 4030 sobre el uso del trabajo de otros auditores cuando un auditor principal emite un dictamen. Indica que el auditor principal debe evaluar el efecto del trabajo de otros auditores y decidir si puede asumir la responsabilidad de su trabajo o hacer referencia a él en su dictamen. También cubre cómo manejar salvedades u opiniones adversas en los dictámenes de otros auditores.
8 Stages of change management (Kotter)
Optimise-GB presents the stages of change management and how you can use programme and project tools to ensure delivery. This presentation also takes you through the elements of change resistance and what can be done about it. Thank you Simon Misiewicz
Nonprofit Board of Directors Best Practices
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
Agile Leadership Training
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
Performance management workshop
This document provides an overview of managing employee performance. It discusses understanding employment law and procedures for managing staff such as disciplinary processes. Typical problems with employees like lateness and errors are outlined. The importance of managing employees is explained in terms of return on investment, costs of recruitment, and morale. Proper procedures include setting standards, appraisals, warnings, and training plans. Dismissal should only be a last resort. Support services from Aventi HR are presented.
Change Management for The Change
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
Building Effective Teams
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
Radical Focus: Accomplish big goals with objectives and key results
Christina Wodtke demonstrates how to use objectives and key results to tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.
Performance Improvement Plans and Performance Management in the Workplace
http://EmploymentRightsIreland.com A look at PIPs (performance improvement plans) and performance management in the workplace in Ireland
Agile Retrospectives Workshop
The document discusses techniques for leading effective agile retrospectives, highlighting the importance of reflection to improve teamwork. It provides tips for activities, facilitation skills, and creating a psychologically safe environment where participants feel comfortable sharing feedback. The overall goal of retrospectives is for teams to inspect and adapt their processes in order to continuously improve.
Chapter 10 high performing team leadership
The document discusses how to establish an effective team, implement necessary teamwork processes, manage people on teams, handle team issues and conflict, and help virtual teams succeed. It describes establishing a team charter that defines the project purpose and goals, team member roles and responsibilities, and communication protocols. It also discusses creating action and work plans, delivering results, and learning from experience. Managing people on teams involves discussing positions, experiences, expectations, personality and cultural differences. Addressing team issues involves handling analytical, task, interpersonal and role conflicts. Helping virtual teams requires identifying their advantages and challenges and addressing issues like lack of context, cultural differences and trust.
Non-Profit Program Planning and Evaluation
Presentation for Dallas Center for Nonprofit Management for the Nonprofit Management Certificate Program - Part 1 of Program Planning and Evaluation.
Ceo how to create a mission
This document provides a step-by-step guide for nonprofit organizations to create a mission statement as a group in 1-2 hours. It involves 6 steps: 1) storytelling in small groups to identify key elements, 2) sharing stories to identify common themes, 3) crafting mission statements incorporating the themes, 4) sharing draft statements, 5) discussing the importance of the mission, and 6) finalizing the wording. The goal is for the team to develop a simple and memorable mission statement that reflects what the organization stands for and its intended impact.
What's hot (20)
OKRs, KPIs, and hypothesis driven product development
OKRs, KPIs, and hypothesis driven product development
Radical Focus: Accomplish big goals with objectives and key results
Radical Focus: Accomplish big goals with objectives and key results
Performance Improvement Plans and Performance Management in the Workplace
Performance Improvement Plans and Performance Management in the Workplace
Similar to Making Change Stick 2010
Making Change Stick L@S2010
1. The document discusses strategies for dealing with change in organizations and making changes stick, including knowing yourself, your team, and having a clear plan.
2. It emphasizes understanding the underlying causes of behaviors over time, as well as trends, to effectively address problems and prevent unintended consequences.
3. Sustaining change requires consistency from individuals connected to organizational values, while considering people and desired outcomes.
Change management
A Presentation made to the Governing Council of the Pharmaceutical Society of Nigeria on the occasion of their Inaugural Council Meeting/Retreat. February 27, 2013.
Social Media 201: Getting Started
This document provides an overview of establishing a social media presence. It discusses establishing foundations like goals and best practices. It also covers building tools like dashboards and editorial calendars. The presentation emphasizes focusing on relationships, listening to conversations, and integrating social media with other channels. It recommends starting small, evaluating progress, and involving the community in content creation.
Rising to the Challenge: Navigating the Crossroads of Change
This document discusses navigating change and leading others through it successfully. It begins by outlining common questions around why change efforts fail and the differences between managing and leading change. It then discusses the human aspects of responding to change, including typical stages of denial, anger/resistance, and exploration. The document emphasizes that effective change leadership requires communicating a clear vision, listening with empathy, facilitating exploration of solutions, and rewarding commitment to change. Leaders must understand resistance and guide people through their emotional response in order to accelerate successful change.
Middle Managers webinar
This document discusses the role of middle managers in strategy implementation. It begins with an introduction to the challenges of implementation and a framework for success. It then outlines best practices for middle managers, which include translating strategic messages into daily actions, inspiring employees, role modeling correct behaviors, communicating the right messages, creating space for implementation, providing teams with support, leading implementation projects by example, and providing constant feedback. The document emphasizes that implementation is key to achieving results and shares insights on overcoming resistance to change and ensuring strategies are successfully carried out.
Advanced coaching of change v0.3
This document discusses coaching techniques for organizational change. It covers topics such as checking in and out with coworkers, observing changes people have faced, managing change by focusing on people over processes, and coaching for change using the ADKAR model of creating awareness, desire, knowledge, ability, and reinforcement of change. It challenges common assumptions about change and organizations, and discusses spheres of influence, listening skills, and building an inclusive culture for transformation.
Chg mgmt
The document discusses reasons why a caterpillar may not want to become a butterfly, noting that caterpillars can easily find food by crawling and climbing rather than flying. It also provides numerous potential responses to why the caterpillar resists change, such as fear of the unknown results of metamorphosis, enjoyment of their current abilities, or simply not seeing the need for change. The document explores common barriers to organizational change, including resistance to new processes, relationships, skills and ways of thinking. It emphasizes the importance of change management strategies to address human factors and gain acceptance of changes in order to successfully implement initiatives.
E-Commerce
This video is presented by USEP's BSCS student Alvin Mark U. Cabeliño under Mr. ND Arquillano as a partial fulfilment for Elective 4 -E-Commerce It talks about Change management.
Ob. managing change 09.10.2011
Resistance to change is natural and expected. The document discusses various reasons for resistance to change and strategies for managing resistance. It emphasizes the importance of communication, involvement of stakeholders, and addressing people's fears and uncertainties regarding change. Effective change management requires understanding change from the perspective of individuals and having a comprehensive plan to guide the organization through the change process.
Organizational Diagnosis
The document discusses various organizational diagnosis and change models including McKinsey 7S model, Weisbord 6-box model, and systems theory. It also discusses the reflective learning model and how it is used in organizational diagnosis and change processes. Traditional problem-solving approaches are contrasted with solution-focused approaches like appreciative inquiry.
Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 sl...
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of change
• Etymology change (3 points)
• Etymology innovation (3 points)
• Etymology challenge (3 points)
• Why change (9 points)
• Why innovate (7 points)
• Why challenge (5 points)
• Difficulties with change (5 points)
• Organizational change (14 points)
• Change, transition, and transformation Venn diagram (3 points)
• ADKAR model (17 points + 1 graphics)
• Change management (12 points)
• The effect of the change (10 points)
• 3 phases of change (3 points)
• John Kotter’s 8 steps for change (8 points)
• Responses to change (6 points)
• The challenges of change (10+ slides)
• Organizational change (4 points)
• Maintenance organizations (10 points)
• Parallel organizations (10 points)
• The difference between change, transition, and transformation
• The ADKAR model and change management (6 slides)
• Stages of change acceptance (5 points)
• Understanding loss (5 slides)
• Resistance to change (10 points)
• Recognizing resistance (13 points)
• Resistance and the four phases of change transition (20 slides)
• The management of each phase (5 slides)
• Standard stages of change and in-depth descriptions of each (5 slides)
• Turning avoidance into acceptance (10 slides)
• Plans for success (3 slides)
• Process action plans (4 slides)
• Rules for stifling innovation (10 points)
• Actions steps (16 points)
Transformational Leadership
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
How to Ride the Maturity Model Wave
The itSMF Higher Education SIG invites you to attend an online presentation by John Borwick, Manager at Higher Education IT Management, LLC, discussing how to build an organizational capability with practical considerations, and stay energized as the change agent.
How do you cope, and excel, when you know how your IT department needs to evolve but no one else seems to understand? The process of introducing an organization to a new way of doing things can be very frustrating and uncomfortable.
This presentation is a pragmatic complement to improvement frameworks such as the ITIL CSI model and John Kotter’s 8-step change model. This webinar focuses on what it’s like to be the person pushing for change, and how to build short-term wins, “anticipated pains,” and feedback loops to successfully “ride the maturity model wave” from one level to the next.
Speaker Biography: John Borwick has worked in higher education for over 10 years–principally at Wake Forest University from 2003 to 2012, where he was a systems administrator, team lead, assistant director for data delivery, associate director for continual service improvement, director of service management, and finally director of the portfolio management office (including service management and project management).
An Introduction to Applied Behavioral Science, for Project Managers
A talk I gave for the Future of Work group, on how to apply behavioral science to project management and product development. It's based on the 2nd edition of Designing for Behavior Change. See www.behavioraltechnology.co for more info, and the (free) workbook that accompanies it.
TakeON! Introduction
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Rob
This document discusses the importance of acknowledging complexity when designing solutions. It notes that we naturally try to simplify complexity through cognitive biases. The document recommends embracing complexity rather than oversimplifying, in order to arrive at better solutions. It also stresses the importance of understanding current user behaviors through methods like observing and having people trial activities. The goal is to design something of better value that enables positive behavior change. Research should combine different methods and acknowledge the influence of cognitive biases.
Health 2.0 pre ga slides day 1 & change management
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
Slhi june 23 08 imp part 1
This is the first a presentation I did part of a presentation I did on implementation viewed through a strengths based lens. The presentation was to the St.Luke's Health Initiatives Consultant Community of Practice.
Slhi june 23 08 imp part 1
The document discusses implementation and what factors lead to successful versus unsuccessful implementation attempts. It notes that the majority of implementation attempts fail and provides statistics on how little of training content is actually applied on the job. Several "implementation drivers" are identified as key to success, including things like coaching, facilitative supports, and decision tools. Research is presented showing that training alone is rarely enough and that coaching is critical for achieving implementation. Stages of implementation are outlined, taking 2-4 years to fully implement an innovation. Questions are posed about how to apply the lessons on implementation drivers.
Lean Introduction
The document provides an overview of Lean principles and tools to be presented at a Lean review meeting. It summarizes the purpose of Lean and outlines a potential 6-phase plan to implement Lean culture over 3-8 years, starting with initial application of tools and progressing to integrating Lean throughout the organization and establishing continuous improvement as the norm. Key aspects include educating all employees, addressing cultural barriers, focusing on eliminating waste, and developing Lean people and leadership.
Similar to Making Change Stick 2010 (20)
Rising to the Challenge: Navigating the Crossroads of Change
Rising to the Challenge: Navigating the Crossroads of Change
Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 sl...
Change, Challenge & Innovation (Comprehensive) PowerPoint Presentation 157 sl...
An Introduction to Applied Behavioral Science, for Project Managers
An Introduction to Applied Behavioral Science, for Project Managers
Health 2.0 pre ga slides day 1 & change management
Health 2.0 pre ga slides day 1 & change management
More from Cheryl Doig
Ako Ōtautahi learning celebration 2021
This document summarizes the vision and work of Ako Ōtautahi - Learning City Christchurch, an organization that aims to make learning accessible for everyone in the city. Their goals are to increase acknowledgment and visibility of diverse learning opportunities, and ensure those with less social capital can access learning. They facilitate conversations, events, and partnerships to connect groups and inspire innovation in the learning ecosystem. The organization is committed to creating opportunities that promote equity, access, and innovation in learning for all members of the Christchurch community.
Highlights
The document discusses cultural intelligence and how individuals function in multicultural contexts. It notes that people have an "intra-cultural advantage" in decoding mental states of those in their own social groups compared to outsiders. Another section discusses the four stages of developing cultural competence: unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence. Overall, the document focuses on developing capabilities to understand and interact with those from diverse cultural backgrounds.
Thinking Beyond Today
The document discusses the importance of thinking beyond today and being prepared for an uncertain future through foresight practices. It emphasizes anticipating change by continually scanning the environment, collaborating by working together for the greater good, and activating change by understanding our influence matters. The document provides resources from www.thinkbeyond.co.nz to help readers start thinking beyond through non-binary thinking, addressing filter bubbles, and contacting them for more information.
Exploring the Edges
The document discusses the future of education and skills needed for jobs. It argues that education needs to shift from a focus on narrow technical skills to broader social and collaboration skills. Learners should be at the center of education and it should be personalized to individual learners. The purpose of education is to build confidence, agency, and independence in learners so they can make a difference. Education also needs to provide more choice, access to technology, and opportunities for independent learning to prepare students for an uncertain future.
Exploring the Edges
The document discusses the future of education and skills needed for jobs. It argues that education needs to shift from a focus on narrow technical skills to broader social and collaboration skills. Learners should be at the center of education and it should be personalized to individual learners. The purpose of education is to build confidence in learners and give them a sense of agency over their learning and actions. The future of work and society is uncertain, so education must prepare learners to adapt to constant change.
Global Leadership: Navigating Leadership for the Future
A summary of slides presented at a workshop for international school leaders at the EARCOS Conference in Bangkok October 2013. These slides show the importance of SANE Leadership as a differentiator for leaders in the future.
Making ConneXions AISA Ghana 2013
This plenary address, by Cheryl Doig and Chris Jansen, at the AISA Leadership Retreat in Ghana explores some of the trends that leaders should be aware of in order to lead in the future. It challenges us to be creative and challenging educators.
Leading in Paradox: An introduction to polarities
We live in increasingly complex times. Such times require leaders to be adaptive and flexible, to accept that there may not be a ‘right’, ‘wrong’, or ‘single’ answer, and to be comfortable with uncertainty. This slideshare introduces leaders to understanding the difference between problems and polarities. It aims to start the conversation rather than provide the tools and strategies for leading in paradox.
Leadership: Passion, Pizzazz and Possibilities
This keynote focuses on the importance of leadership in education as a place of possibilities. We live in complex times and need to be able to navigate successfully in two ways. The first is to be passionate about our leadership - caring, curious and courageous. The second is to be focused on the future, stretching beyond boundaries, collaborating and networking.
Cheryl will take you to the world of possibilities, stretching your thinking, extending your vocab and challenging your neurons. She will share some global leadership trends and her observations as a Christchurch resident and leader. She will make connections back to the realities of education in your environment and provide you with three practical next steps in your leadership.
Scanning the Horizon: Leadership Trends
This document discusses leadership trends and challenges for the future. It notes that increased performance, productivity, attracting talent, and dealing with a changing workforce are among the biggest challenges for organizations. Effective leadership will require collaboration, engaging customers, empowering employees, cultural intelligence, and an ability to deal with complexity through systems thinking and agility. Emerging technologies like 3D printing and crowdsourcing will impact how work gets done and how organizations are structured in the future. Leaders will need to celebrate diversity, solve global problems through networks, and incorporate open governance models.
Global footprints: Navigating Leadership for the Future
We live in complex times, where there are often many choices and no clear path to follow. This presentation explores critical capabilities that leaders will need to thrive in a networked, global environment.
Cultural Intelligence: A Leadership Skill for the Future
This presentation is for educators who wish to explore the increasing cultural diversity of staff, students and community and how cultural intelligence can be grown.
Future Leadership
The document discusses the concepts of adaptive leadership and building collaborative cultures. It covers topics like boundary spanning leadership, future leadership capabilities, and achieving the tipping point of change. Adaptive leadership is about mobilizing people to tackle tough challenges. Effective leadership requires the ability to work across boundaries to achieve a shared vision or goal.
Tensions in a Team
What are some of the tensions we find in teams and what can we do about this? These slides do not include the workshop materials but give some ideas for moving forward.
Learning Together: Reciprocal Mentoring & Learner Voice
This document discusses the concept of reciprocal mentoring and its benefits. Reciprocal mentoring involves mutual learning between participants from different generations or backgrounds. It features equal partnerships where both parties contribute unique talents and perspectives. By embracing diversity, reciprocal mentoring can help break down stereotypes and cultural assumptions. The role of teachers is also changing to focus more on nurturing students' strengths, critical thinking, and future opportunities through questioning approaches like Socratic method. Reciprocal mentoring and learner voice can help engage students and meet their needs.
Ulearn2011 brain
The document discusses strategies for integrating new technologies to empower learning and transform leadership. It focuses on applying insights from neuroscience, specifically how the brain responds to factors like status, certainty, autonomy, relatedness, and fairness. Some key strategies proposed are providing clarity of expectations to increase certainty, allowing flexibility and creativity to increase autonomy, fostering collaboration and shared experiences to increase relatedness, having transparent processes to increase fairness, and creating an environment where people feel supported rather than threatened by change.
Shared Understandings to Create the Future
The document discusses creating shared understandings to empower learning and transform leadership. It provides examples of integrating new technologies, flipped classrooms, whole brain processing models, consistency in learning practices, and collaboration. The key ideas are developing future-focused education through co-creation, congruence between beliefs and practices, and challenging assumptions to improve student outcomes.
Global Footprints: Navigating Leadership for the future
This lead paper explores critical capabilities that leaders will need to thrive in a networked, global environment. We must forge new pathways, stepping through challenges with courage and looking to the possibilities – personally and professionally. What are some of the trends and how might leaders operate in future landscapes? What is important to focus on and why is it important right now?
Strategic vision2010
The document discusses strategic planning and visioning for an uncertain future. It provides information on developing strategic objectives, environmental scans, strategic horizons, and balanced scorecards for measuring educational performance. The key aspects are developing a strategic vision and objectives, considering challenges and opportunities through environmental scans, and establishing metrics for monitoring progress through balanced scorecards.
Global Leadership: Why being networked matters
This presentation explores some ways in which educational leaders are extending their networks and looking beyond their own systems in order to lead for the future. It uses the ACEL Leadership Capability Framework as the basis to explore innovation, partnerships and networks in more depth.
More from Cheryl Doig (20)
Global Leadership: Navigating Leadership for the Future
Global Leadership: Navigating Leadership for the Future
Global footprints: Navigating Leadership for the Future
Global footprints: Navigating Leadership for the Future
Cultural Intelligence: A Leadership Skill for the Future
Cultural Intelligence: A Leadership Skill for the Future
Learning Together: Reciprocal Mentoring & Learner Voice
Learning Together: Reciprocal Mentoring & Learner Voice
Global Footprints: Navigating Leadership for the future
Global Footprints: Navigating Leadership for the future
Recently uploaded
CACJapan - GROUP Presentation 1- Wk 4.pdf
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS Template 2023-2024 by: Irene S. Rueco
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Hindi varnamala | hindi alphabet PPT.pdf
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold Method
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Introduction to AI for Nonprofits with Tapp Network
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Types of Herbal Cosmetics its standardization.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
PCOS corelations and management through Ayurveda.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...Nguyen Thanh Tu Collection
https://app.box.com/s/y977uz6bpd3af4qsebv7r9b7s21935vdISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)Academy of Science of South Africa
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.Recently uploaded (20)
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Pride Month Slides 2024 David Douglas School District
Pride Month Slides 2024 David Douglas School District
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
The simplified electron and muon model, Oscillating Spacetime: The Foundation...
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold Method
How to Build a Module in Odoo 17 Using the Scaffold Method
Introduction to AI for Nonprofits with Tapp Network
Introduction to AI for Nonprofits with Tapp Network
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
BÀI TẬP BỔ TRỢ TIẾNG ANH 8 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2023-2024 (CÓ FI...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
South African Journal of Science: Writing with integrity workshop (2024)
South African Journal of Science: Writing with integrity workshop (2024)
Making Change Stick 2010
- 1. Ma king S) ck Dr Cheryl Doig
- 2. Learning Inten1ons • To introduce some basic systems thinking ideas and how they connect with change • To develop some strategies for dealing with change in your organisa1on • To gain insight into your role in sustaining change and the implica1ons for your next personal learning www.thinkbeyond.co.nz
- 3. Fixes that Fail Accept that it might Preven)on get worse before it Think about all the gets beVer unintended consequences as PROBLEM part of your change SYMPTOM B1 FIX strategy If you get into a R1 vicious cycle ask, “What can we do to UNINTENDED bring this to a stop?” CONSEQUENCE
- 4. What is happening now Events Leverage Trends over 1me PaVerns Underlying causal drivers Structure of behaviour over 1me – policies, procedures, process, percep1ons
- 6. hVp://www.addic1nggames.com/ whackamole.html
- 7. The private victory • What am I doing to contribute to this? • How did my behaviours and ac1ons move us closer to our goal? Move us further away? • How will others have perceived this? • What assump1ons am I making? • What do I need to consider for the next stages of our change?
- 8. When we are no longer able to change a situa1on, we are challenged to change ourselves Victor Frankl
- 11. Peer Coaching Demonstrating in front of colleagues… …taking a risk
- 12. 3. Have a plan
- 13. Commitment Char1ng Teacher inquiry A (Induc1on) B (the D) Team Leaders Technology Board Adapted from the ESD Toolkit v2.0
- 14. Making Change S1ck is all about what YOU do consistently, connected to the values of your organisa1on and considering the people and outcomes you are seeking. Support Learning