Start with belief in why you build something or before you build. A skeptic without belief usually delivers disappointment. Sadly, leaders …
Many times what looks like a team is not team. A high performance team is beyond skin deep and requires shared …
Successful communication inspires action and is clear to others what needs to happen to meet that objective.
All communication faces daunting odds to reach each person, intention intact. Perception, bias, and noise lay between intent, action, and reaction.
To succeed in the communication obstacle course against intent, you need to make clear how to make it happen.
Top blog posts from 2014, from number 5 to number 1, a follow-up from Top 10 blog posts for 2014, 10 to 6 …
Closing out 2014, I look back at the year’s most viewed posts as a chance to reflect on different blog topics, …
That people change for organization need is at distinct odds with people’s needs. People change for organization goal is a very irrational expectation.
You can not plan for change if you do not plan for the impact that change has on individuals.
One communication plan can not account for the unique roles if it does not account for unique impact. One plan for all to follow equals everything that no one relates to.
One change management plan is irrational project management.
Change management goes beyond features and functions. Feature and function change management is product change management.
Change management goes beyond scope or requirements. Scope and requirement change management is project change management.
The change that change management needs is an account for how process and technology change the way people meet their objectives.
Closing out 2013 I look back at the year’s most viewed posts with a chance to reflect on different blog topics that people most view, to include: change management, culture, project management, and mergers and acquisitions posts.
Did a topic near and dear to you finish in the top 10?
Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration.
In our world of people, process, and technology, a single item can mean multiple things.
Many books attack the rational case for change, but often miss the crucial element to understand change: plans are rational people are emotional. In “Leading Successful Change” Authors, Gregory P. Shea, PhD and Cassie A. Solomon write change management continues to fail at a rate above 70% for 2 reasons.
The good news? Offered within are 8 solutions to turn your change efforts into success. The better news? You may only need 4 of the 8 to succeed.
Within is a review of their book, “Leading Successful Change, 8 Keys to Making Change Work”.
The glass half full or glass half empty analogy presents a shortcut perspective to infer either an optimist view or a pessimist view of the world, respectively.
However, with an appreciative mindset the glass is neither half full nor half empty, the glass is full.
A full glass now provides a more complete perspective of possibility and a full view of Appreciative Inquiry options.
Just as an alarm stops you from a current, resting state, change management relies on communicating to people what they need to stop doing and what people need to start doing in a new, functional state. Time to stop blaming and start changing.