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	<title>Change Thinking &#187; change</title>
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		<title>Adjusting to the Unfamiliar Is an Emotional Process</title>
		<link>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process</link>
		<comments>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process#comments</comments>
		<pubDate>Tue, 14 Feb 2012 22:40:24 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Cathartic Nature of Our Work]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[pain]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[risk]]></category>
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		<category><![CDATA[stuck]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2949</guid>
		<description><![CDATA[In this three-part series, I am talking about the deep emotion of transformational change, and how to recognize and respond to it. This post addresses the three phases that correspond to letting go of the status quo and migrating to the unfamiliar.]]></description>
		<wfw:commentRss>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process/feed</wfw:commentRss>
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		<title>The Emotional Side to Facilitating Change</title>
		<link>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change</link>
		<comments>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change#comments</comments>
		<pubDate>Tue, 07 Feb 2012 21:46:34 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Cathartic Nature of Our Work]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[interventions]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[sustain]]></category>
		<category><![CDATA[transformational change]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2932</guid>
		<description><![CDATA[The Emotional Side to Facilitating Change

A great deal of emotional investment is necessary to achieve the desired outcome of strategic initiatives, yet most change endeavors emphasize the intellectual components (data reviews, critical activities and milestones, logical presentations, rational decision-making, etc.). That’s understandable—intellectual commitment is easier to come by. People often grasp the implications of a change at a rational level quickly but then find that they need more time and effort to make the necessary emotional adjustments (such as changing relationships with co-workers or a shift in the political landscape).

When emotional accommodation is too far behind the logical acceptance of change, dual—often contradictory—signals are sent by the person facing the transition. This kind of split-level commitment can produce confusion, mixed signals, and ambiguous communication for all involved.

In this three-part series, I will talk about recognizing and responding to the deep emotion of transformational change.]]></description>
		<wfw:commentRss>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>How to Merge Diverse Viewpoints</title>
		<link>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints</link>
		<comments>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints#comments</comments>
		<pubDate>Tue, 17 Jan 2012 16:28:34 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2853</guid>
		<description><![CDATA[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.

Effective communication and valuing others’ perspectives are important elements of fostering team synergy, 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. There are four basic conditions necessary for integration to take place.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Value and Utilize Diversity to Build Synergy</title>
		<link>http://changethinking.net/synergy/value-and-utilize-diversity-to-build-synergy</link>
		<comments>http://changethinking.net/synergy/value-and-utilize-diversity-to-build-synergy#comments</comments>
		<pubDate>Tue, 10 Jan 2012 16:28:28 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2781</guid>
		<description><![CDATA[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. I will address appreciative understanding in this post.

Miscommunication among team members can be part of what contributes to poor results, but 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.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/value-and-utilize-diversity-to-build-synergy/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
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		<title>Four Ways Communication Can Build Synergy in Work Teams</title>
		<link>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams</link>
		<comments>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams#comments</comments>
		<pubDate>Tue, 20 Dec 2011 17:35:02 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2745</guid>
		<description><![CDATA[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.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Process for Building Organizational Synergy</title>
		<link>http://changethinking.net/synergy/a-process-for-building-organizational-synergy</link>
		<comments>http://changethinking.net/synergy/a-process-for-building-organizational-synergy#comments</comments>
		<pubDate>Tue, 13 Dec 2011 22:20:33 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[foxhole]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational change]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2705</guid>
		<description><![CDATA[Before people can create and maintain synergistic relationships, they must be willing, and they must have the ability to engage.

In this post, I will describe what “willingness” really means, and outline four skill sets (that I will describe in greater detail in subsequent posts) necessary for engagement.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/a-process-for-building-organizational-synergy/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Importance of Synergy During Transformational Change</title>
		<link>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change</link>
		<comments>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change#comments</comments>
		<pubDate>Tue, 06 Dec 2011 18:52:19 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[competence]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2676</guid>
		<description><![CDATA[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]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Use Ethical Ploys to Change the World</title>
		<link>http://changethinking.net/the-ethical-ploy/use-ethical-ploys-to-change-the-world</link>
		<comments>http://changethinking.net/the-ethical-ploy/use-ethical-ploys-to-change-the-world#comments</comments>
		<pubDate>Tue, 29 Nov 2011 17:17:59 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[The Ethical Ploy]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[dysfunction]]></category>
		<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[future shock]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[nimble]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[speed of change]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[Synergy]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2653</guid>
		<description><![CDATA[In this series, I’ve been discussing the use of ethical ploys by practitioners to add value where it is needed, but not solicited. (An ethical ploy is a “noble ruse” that guides someone toward seeing a point of view he or she might not have otherwise been open to.)

In this post, I present two examples of ethical ploys that highlight the concept of enticing people, in an honorable way, to see more than they asked for or expected from a situation. As you will see, the results of either can have benefits far beyond the realization of the change goals.]]></description>
		<wfw:commentRss>http://changethinking.net/the-ethical-ploy/use-ethical-ploys-to-change-the-world/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When Change Agents Go Undercover</title>
		<link>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover</link>
		<comments>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover#comments</comments>
		<pubDate>Wed, 16 Nov 2011 21:55:58 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[The Ethical Ploy]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsor]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2617</guid>
		<description><![CDATA[In this new series, I will describe the five elements of an ethical ploy, and explain how to guide people toward seeing a point of view they might not have otherwise been open to.]]></description>
		<wfw:commentRss>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Tough Conversations—Know When to Push, and When to Stop</title>
		<link>http://changethinking.net/tough-conversations/tough-conversations%e2%80%94know-when-to-push-and-when-to-stop</link>
		<comments>http://changethinking.net/tough-conversations/tough-conversations%e2%80%94know-when-to-push-and-when-to-stop#comments</comments>
		<pubDate>Tue, 08 Nov 2011 21:51:29 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Tough Conversations]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[clarity of purpose]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[contracting]]></category>
		<category><![CDATA[dysfunctional]]></category>
		<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[Mindfulness]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practicing the craft]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[stuck]]></category>
		<category><![CDATA[tools]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2595</guid>
		<description><![CDATA[In this series, I’ve been discussing the importance of having tough conversations with clients when warranted. In this last post, I describe seven ways to stay confident and centered during a tough conversation.]]></description>
		<wfw:commentRss>http://changethinking.net/tough-conversations/tough-conversations%e2%80%94know-when-to-push-and-when-to-stop/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
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