December 14, 2010
“Future shock” happens when people can no longer adapt to change without beginning to slip on quality, productivity, and safety standards.
If they calibrate it appropriately, leaders of nimble organizations can intentionally use future shock to help foster the organizational agility they prize so highly. But how can something dysfunctional by nature be such an asset?
December 7, 2010
Today, I’m starting a new series on the nimble organization. As change facilitators, we run the risk of being so focused on helping our clients with their individual change endeavors that we fail to prepare them for the changes that haven’t even been identified yet. When this happens, we unintentionally keep them in a strictly reactive mode instead of helping them also get ready for ongoing disruption. Every organization shows patterns of mindsets and behaviors that reflect how well they can adjust in order to remain successful. These patterns run on a continuum from “constrained” to “nimble.” How does your client measure up?
November 29, 2010
When implementing organizational change, the zone where regulation and unruliness intersect offers the greatest possibility for people and organizations to adapt. In this post, I describe the process of “structured flexibility,” which is a framework for exploiting this area. The post contains a downloadable flowchart of this process.
November 24, 2010
In my opinion, methodologies are never an impeccable fit for every situation they are applied to. People need breathing room to tailor the concepts, techniques, and processes to address the unique variables in their situations. How can we provide the structure and discipline necessary to capitalize on a solid change methodology, while also giving people the room to localize it to their particular situation?
In this two-part series, I describe a process, called “structured flexibility,” that allows people and organizations to adapt to shifting circumstances.
November 17, 2010
In this final posting of the capacity and demand series, we’ll look at the mechanics of the actual capacity management process and explore how it can be used to balance the demands of change with the capacity that remains.