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	<title>Change Thinking &#187; bad business</title>
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	<link>http://changethinking.net</link>
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		<title>Guest Interview—Dean Anderson</title>
		<link>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson</link>
		<comments>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson#comments</comments>
		<pubDate>Tue, 26 Jul 2011 17:24:36 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Dean Anderson Interview]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[transformation]]></category>

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		<description><![CDATA[I recently interviewed Dean Anderson, a thought-leader in the field of organization transformation. Dean's unique understanding of mindset, culture, and process gives him a deep strategic perspective, but he also has a depth and strength of character that very few people in the industry offer. During our conversation, Dean talked about the correlation between success and leaders’ mindsets, whether change should be managed from the top down or bottom up, and the number one way to make resistance to change go away.]]></description>
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		<title>Five Lenses for Viewing Patterns of Change (cont&#8217;d)</title>
		<link>http://changethinking.net/patterns/five-lenses-for-viewing-patterns-of-change-contd</link>
		<comments>http://changethinking.net/patterns/five-lenses-for-viewing-patterns-of-change-contd#comments</comments>
		<pubDate>Wed, 16 Jun 2010 19:59:27 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Patterns]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[catharsis]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[red is good]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=847</guid>
		<description><![CDATA[In my last post, I shared three of the lenses I use to observe the patterns (mindset and behaviors) that I pay attention to:

    * The importance placed on matching change challenges with the appropriate commitment
    * The importance placed on the intent of the change
    * The importance placed on sponsors

Now, I’ll continue with the last two lenses:]]></description>
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		<item>
		<title>Guidelines for Dealing with Top Change Agent Challenges</title>
		<link>http://changethinking.net/agents/guidelines-for-dealing-with-top-change-agent-challenges</link>
		<comments>http://changethinking.net/agents/guidelines-for-dealing-with-top-change-agent-challenges#comments</comments>
		<pubDate>Thu, 21 Jan 2010 01:51:23 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Agents]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[initiating]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[passionately neutral]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sustaining]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=405</guid>
		<description><![CDATA[Whether change agents are internal or external, they often have to operate in an environment where sponsors are less than prepared to perform their role. Here are some guidelines for addressing common challenges agents face when in service to sponsors.
Aim for realization, not installation.

Many sponsors focus on installing critical changes—putting solutions in place—rather than realizing the intended business benefits. Be sure you and your sponsor are clear on whether you are working toward full realization of the initiative’s objectives or some degree of installation with reduced expectations.
Make strong sponsorship your top priority.

Realization of change is impossible without sufficient sponsor commitment and the capacity to follow through with his or her intentions. Successful agents foster the necessary sponsor behaviors to build and maintain three critical elements:]]></description>
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