September 19, 2012
Many challenges and roadblocks hinder the successful execution of major change, but few rival the obstructive power unleashed when people act as—or allow themselves to be treated as—victims. Victimization is a disease that destroys the confidence a person needs to sustain a transformative journey, and it has reached epidemic proportions among not only targets, but sponsors and agents as well. In this series, I will discuss the basics of the disease, how it breeds in work environments, how change exacerbates the syndrome, and how we can limit victim tendencies in ourselves and others.
May 29, 2012
In this series, I am talking about how to respond to a client who wants you to give him or her a straightforward, broad perspective of what an organization will have to do to fully realize the goals of a large change initiative. In my last post, I shared some suggestions for answering the question, “What is a realistic set of expectations I should have about embarking on this change?” In this post and the next, I’ll share my answer to a second question: “Can you give me some general DOs and DON’Ts that will likely apply to what we’re facing?” I also include a list of some of the issues I raise when executives ask how they can best withstand the pressures of ongoing change.
May 24, 2012
In this series, I will talk about how to respond to a client who wants you to give him or her a straightforward, broad perspective of what an organization will have to do to fully realize the goals of a large change initiative. I will share my responses to two hypothetical questions: “What is a realistic set of expectations I should have about embarking on this change?” and “Can you give me some general DOs and DON’Ts that will likely apply to what we’re facing?”
January 24, 2012
I’ve just published the final post in my series on developing synergistic work teams, in which I have been describing a four-phase model that includes Interacting, Appreciative Understanding, and Integrating. Finally, we come to the Implement stage, where all the hard work of communicating, and appreciating and merging divergent views begins to pay off and we begin to reap the benefits of this process.
December 20, 2011
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, a sequence can be used to describe how they can work together to realize change. The first phase of the sequence involves learning to interact with each other using effective communication.
December 6, 2011
A synergistic working relationship is a powerful phenomenon to witness in action. People work 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. Many change facilitators, however, do not have an in-depth understanding of the dynamics of synergy. They hope synergy exists within their client populations, and leverage it when it does, but they are often uncertain about what specific actions can be employed to foster it.
In this series, I will describe a process for building organizational synergy that includes ways to:
Use communication and diversity to build synergy,
Merge diverse viewpoints, and
Harness the momentum of synergy to realize the goals of the change
September 28, 2011
This series is about the importance of being able to reframe a person’s mindset during a change initiative to shift how he or she sees and interprets certain things. In this post, I talk about “danger” people and “opportunity” people, and describe how each responds to reframing.