SCARF Model for Managing Organization Stress
•
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Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks. Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered. If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
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The SCARF Model
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Is Your Strategy Stuck in 20th Century?
Most of the approaches to strategy in use today were developed in the 20th century, when the world was a much different place. Use this guide to gauge your organization’s use of 21st century assumptions and tools. Does your approach meet the demands of today’s volatile, uncertain world?
What's your problem?
Problems come in many shapes and sizes. Make sure you're solving problems effectively by using the right tools for the job. Our new infographic shows you how to choose.
Six Ways to Influence Change
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
Transition: The human side of change
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Surviving Resistance to Change
Most leaders encounter resistance to change. The resistance can take various forms. People can protest the implementation plan, the approach, your leadership, the font size used in change communications, and the decision to change in the first place.
This new infographic on resistance highlights the work of three masters. Rick Maurer’s Three Types of Resistance is a classic method of understanding why people resist and how to respond effectively. Ingrid Bens teaches us how to have conversations about resistance in ways that work. The late Herb Shepard’s teachings offer wisdom from his years of work with organizations.
Use this infographic to help decide how to handle the inevitable challenges and pushback that arise during change.
Five Levels of Communication Infographic
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
The Change Journey
Organizations still struggle with change. After all our collective years of experience and learning about change, it’s still hard.
Part of the challenge is that we still insist on using techniques that assume organizations are like machines. Get the right tool, technician, and process, and the results will follow.
The problem is that organizations are comprised of people. People are often unpredictable. We have opinions. We don’t like feeling as if we’re being controlled or treated unfairly. And we really don’t like being treated like machines.
Rather than thinking about change as a linear, predictable process, we need a new way. The Change Journey is a process that treats people like people, not like machines.
Becoming Change Leader 2012
The statistics on change leadership are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this session given at the 2012 Healthcare Businesswomen's Association Leadership Conference, participants learned what it takes to provide successful change leadership. Specifically, we discussed:
- The one method that makes a change initiative 10 times more likely to succeed.
- The six ways of creating change in organizations.
- How leaders can use the six ways to help create change.
- How leaders can choose the best fit for their projects or initiatives.
Participants said it was the "best session of the conference!" For more information, see the event post at http://partneringresources.com/event/change-leadership-at-hba-leadership-conference/.
Art & Science of Networking
Does networking really make a difference? The answer is a resounding yes! In a study performed by Partnering Resources, 93% of completely successful change initiatives were led by leaders with very strong or strong personal networks. Not one change initiatives described as less successful was led by a leader with strong or very strong personal networks. Furthermore, a recent study featured in Sloan Management Review showed that high performing project teams had almost twice as many non-core contributors affiliated with the team.
In this highly interactive session, we learned about the science behind networking. We drew on insights from researchers and practitioners in the social sciences and in business to learned about the networking practices of high performers. We dispelled the myth that people who want strong networks should never eat alone and, instead, we learned about the simple actions that significantly contribute to the health of your network. We merged the art and science by mapping individual participants’ networks, identifying gaps, and developing plans for filling those gaps.
Presented October 2, 2012 at The Commonwealth Institute.
Event information: http://partneringresources.com/event/art-science-networking-basics-commonwealth-institute/
Networking for Introverts
Some of us will never enjoy walking into a room of strangers and making connections. Does that mean we’re doomed professionally? Not at all!
In this webinar, participants learned about the science behind networking and how that science can help engineers, technologists, and introverts make connections successfully and strategically.
We drew on insights from researchers and practitioners in the social sciences and business to learn about the networking practices of high performers.
We dispelled the myth that people who want strong networks should “never eat alone” and participants learned about the simple actions that significantly contribute to the health of a network.
Presented September 20, 2012 for Women in Technology International (WITI):
http://www.witi.com/users/teleclass/media/
http://partneringresources.com/event/networking-basics-for-introverts-2/
Using Hidden Networks to Identify and Develop High Potentials
~~Slides from May 17, 2012 presentation at the North East HR Association conference~~
How often have you realized, only after an employee has left the company, how critical he or she actually was to the business? Have you ever found your company in dire straits because key positions have been empty for too long? Or have you hired a promising new executive only to see that person fail after just a short time on the job?
If so, you’re not alone. Sixty-four percent of new executives hired from the outside fail at their jobs, according to HR Review. And companies regularly fail to recognize the value of individuals or roles until they’re gone.
Succession planning helps improve the situation. But the data most companies use to make decisions about development and succession is incomplete.
The missing piece is the organization’s networks. Networks show the hidden relationships within organizations and identify deeply trusted employees, subject matter experts, innovation leaders, effective implementers, and problem solvers. They show who is deeply trusted, who people go to for leadership, and who might shine on their performance reviews but can’t work well with others.
Knowledge of the information embedded in networks can help leaders identify high potentials more effectively, make better decisions about succession, and craft more accurate and effective development plans.
More: http://partneringresources.com/organizational-networks-and-talent/
Becoming a Change Leader
Project Managers (PMs) are on the front lines of organization change. Yet the statistics on change are dismal. McKinsey Quarterly reported that only 38% of leaders believed their recent transformation effort was better than somewhat successful. And the project success rates (coming in on time, within budget, and to scope) are lower than anyone would like. Clearly, there's room for improvement.
In this engaging, participatory session, participants learned about what it takes to become successful change leaders. Specifically, we discussed:
• The one method that makes a change initiative 10 times more likely to succeed.
• The six ways of creating change in organizations.
• How PMs can use the six way to help create change.
• How PMs can choose the best fit for their project.
This session was presented at the PMI Mass Bay Professional Development Day on May 5, 2012.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
Becoming a Change Leader (Yes, You!)
Sixty plus people convened on 10/25/2011at the Project Summit in Burlington, MA for a talk on how to be a successful change leader. Not only did we have a lot of fun (the people next door told us they could hear us laughing), we identified practical methods people can use to create change in organizations.
The techniques we discussed are based on Grenny, Maxfield, & Shimberg's excellent article, "How to Have Influence" in the Fall 2008 issue of MIT Sloan Management Review.
The session was led by Maya Townsend of Partnering Resources.
More: http://partneringresources.com/building-networks-to-support-change-leadership/
Execution model
A model outlining components of successful project and strategy implementation. For a free execution capability assessment, go to http://www.partneringresources.com/articles/Tool_Execution_Capability_Assessment.aspx
Hidden Web: How Informal Networks Drive Project Performance
These slides, from a May 11, 2010 presentation to the Project Management Institute Central Massachusetts Chapter, explain what PMs can do to boost project success rates through use of networks.
From the session description:
Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven't had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks.
In this lively, interactive session, PMs will learn how to identify, nurture, and leverage these informal networks in order to boost project success rates. We'll look at the science underlying informal networks and influencing with authority. We'll review recent findings that show the connections between human network management and project performance. PMs will leave with a greater understanding of the practical steps they can take to use networks to improve project performance.
More: http://partneringresources.com/it-alignment-resources/
Hidden Web
Influencing without authority is one of the hardest skills to acquire. Yet there is a powerful tool that can help PMs understand how to influence effectively. Underneath organization charts and process maps are hidden informal networks: the webs of relationships that underlie all organization activity. People activate these webs in order to solve problems, gain expertise, and innovate. For years, we have known that these networks exist, but haven’t had the tools to leverage them properly. Today, thanks to advances in mathematics and technology, we now have the ability to scientifically identify, map, and analyze networks.
In this lively, interactive session conducted in May 2010 at the Massachusetts Bay chapter of PMI, PMs learned how to identify, nurture, and leverage these informal networks in order to boost project success rates. We looked at the science underlying informal networks and influencing with authority. We reviewed recent findings that show the connections between human network management and project performance.
More at: http://partneringresources.com/organizational-networks-and-organization-performance/
and
http://partneringresources.com/it-alignment-resources/
Welcome! Now Get to Work
Brief presentation outlining best practices in new hire on-boarding. Includes discussion of socialization and networks -- key elements of successful new hire integration processes.
More: http://partneringresources.com/organizational-networks-and-talent/
Leveraging Social Networks to Accelerate Change
Presentation for the Midwest Talent Management Forum, 9/25/2009.
More: http://partneringresources.com/organizational-networks-and-organization-performance/
Leveraging Networks to Accelerate Learning
To make the most of their learning initiatives, leaders must understand the power of informal workplace networks and know how to leverage them to drive organizational change.
More: http://partneringresources.com/making-organizational-networks-force-learning-innovation/
Project Management Industry Exploration
Slides from the July 14, 2009 presentation to the Project Management Institute Central Massachusetts Chapter.
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Using Hidden Networks to Identify and Develop High Potentials
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一比一原版加拿大渥太华大学毕业证（uottawa毕业证书）如何办理
一模一样【q/微:1954292140】【加拿大渥太华大学毕业证（uottawa毕业证书）成绩单Offer】【q/微:1954292140】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【q/微:1954292140】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【q/微:1954292140】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Exploring Patterns of Connection with Social Dreaming
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
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𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
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➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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SCARF Model for Managing Organization Stress
- 1. THE TRIED & TRUE SERIES: TRUSTED MODELS THAT STAND THE TEST OF TIME ANTICIPATING ORGANIZATION STRESS THE SCARF MODEL THREAT TO STATUS THREAT TO CERTAINTY THREAT TO AUTONOMY THREAT TO RELATEDNESS THREAT TO FAIRNESS WHEN ALL IS WELL HOW TO PREVENT A THREAT RESPONSE People are recognized for their standing and position People experience familiar patterns that lead to safe, predictable outcomes People make decisions about important matters that affect them People are treated as colleagues and as part of the group; they know that they’re among friends People see that the organization treats everyone with fairness and respect Identify and draw on people’s areas of expertise Encourage people to master new skills Reward acquisition of new skills Share plans and goals Explain what will stay the same amidst change Break complex tasks into smaller, manageable tasks Reduce ambiguity whenever possible Give people the latitude to make their own choices Allow staff to organize their own work and set their own hours Set a goal and allow people the authority to choose how to accomplish it Design projects that involve collaboration Connect in person rather than by email Favor inclusion over exclusion whenever it makes sense Avoid situations that bring negative, public attention to individuals Allocate rewards and privileges based on clear, objective criteria Spread information quickly, clearly, and widely Share the rationale behind tough decisions Adapted from “Managing with the Brain in Mind” in strategy + business and other resources by David Rock (http://www.davidrock.net/). Partnering Resources is a management consulting firm dedicated to helping individuals, teams, and organizations thrive in our networked world. We help companies develop networked leadership, navigate change, and find opportunities in complex business ecosystems. Visit us online at http://partneringresources.com. Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks. Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. To avoid stress reactions from interfering with your next organization change, pay attention to the five areas of threat identified by David Rock. 1 2