Synergy
Harness the Momentum of Synergy to Realize Change Goals
This is the last post in my series on developing synergistic work teams. I have been describing a four-phase model that includes Interacting, Appreciative Understanding, Integrating, and Implementing.
Phase IV: Implementing
Finally, all the hard work of communicating, and appreciating and merging divergent views begins to pay off. The synergy process I’ve been describing has many benefits: more
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©2012 Conner Partners, Inc.
www.connerpartners.com
How to Merge Diverse Viewpoints
This post is the fifth in a series about ways to foster synergy during major transformational initiatives, using a four-phase model that includes Interacting, Appreciative Understanding, Integrating, and Implementing.
Phase III: Integrating
Effective communication (Phase I) and valuing others’ perspectives (Phase II) are important elements of developing synergistic outcomes, but they’re not enough. Synergy is the result of communicating, valuing, and merging diverse viewpoints. As with the other two phases, accomplishing this integration is extremely difficult because many organizational cultures don’t teach and reward the skills needed to do so.
There are four basic conditions necessary for the Integrating Phase. more
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©2012 Conner Partners, Inc.
www.connerpartners.com
Value and Utilize Diversity to Build Synergy
In this series about fostering synergy, I’m sharing a sequence of activities that typically unfolds as synergistic relationships play out. It includes four phases: Interacting, Appreciative Understanding, Integrating, and Implementing.
Phase II: Appreciative Understanding
Although miscommunication can be part of what contributes to 1+1 = 2 and 1+1 < 2 results, in many situations, a lack of communication skills is not the real problem. People involved in the classic interpersonal struggle often communicate very well with each other—so well, in fact, that they know exactly why they disagree with each other. more
ChangeThinking.net
©2012 Conner Partners, Inc.
www.connerpartners.com
Four Ways Communication Can Build Synergy in Work Teams
In this series, I’m discussing what I’ve learned about fostering synergy during major transformational initiatives.
If people have the willingness to forge their diverse perspectives into a synergistic alliance, the following sequence can be used to describe how they can work together to realize change. The four phases outlined are Interacting, Appreciative Understanding, Integrating, and Implementing.
Phase I: Interacting
A basic condition for synergy is that the key players must effectively interact with each other. If iron and nickel are never brought into contact with each other, the process of making steel is impossible. The same is true for people. For sponsors, agents, and targets; or practitioners and their clients to work synergistically, they must be able to communicate effectively.
People who attempt to work together, but who have little or no opportunity to interact, often generate a cyclically degenerating climate more
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©2011 Conner Partners, Inc.
www.connerpartners.com
A Process for Building Organizational Synergy
This series is about the impact synergistic working relationships have on the outcomes of organizational change.
Before people can create and maintain synergistic relationships, two things must occur:
- They must be willing to engage this way with others
- They must demonstrate the abilities associated with a four-phase model: Interacting, Appreciative Understanding, Integrating, and Implementing[1]
more
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©2011 Conner Partners, Inc.
www.connerpartners.com
The Importance of Synergy During Transformational Change
(3) CommentsNo one can whistle a symphony. It takes a whole orchestra to play it. —H.E. Luccock
A synergistic working relationship is a powerful phenomenon to witness in action—people working together to consume the fewest resources possible to get the job done, while achieving a higher quantity and quality output than if they worked independently. Sponsors, agents, and targets who achieve a high level of synergy stand a much greater chance of realizing their goals during major organizational change. Synergy between change practitioners and clients also accelerates the odds of reaching full realization.
The trouble is, many professional change facilitators lack an in-depth understanding of the underlying dynamics of how synergy works. They hope synergy exists within their client populations, and leverage it when it does, but more
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©2011 Conner Partners, Inc.
www.connerpartners.com
