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	<title>Change Thinking &#187; commitment</title>
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	<link>http://changethinking.net</link>
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		<title>Are You Stuck?</title>
		<link>http://changethinking.net/are-you-stuck/are-you-stuck</link>
		<comments>http://changethinking.net/are-you-stuck/are-you-stuck#comments</comments>
		<pubDate>Thu, 01 Jul 2010 03:18:47 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Are You Stuck?]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[clarity]]></category>
		<category><![CDATA[clients]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[contracting]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[pattern]]></category>
		<category><![CDATA[practitioners]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=869</guid>
		<description><![CDATA[We all get stuck sometimes…it’s part of the human experience. We know what we want to achieve and have a plan for doing it, but suddenly we’re faced with a challenge that mystifies us. The situation may involve a problem or opportunity, but the fact is, we don’t know how to resolve it given the present circumstances (or aren’t willing to because of certain implications). In other words, becoming unstuck isn’t about problems/opportunities—it’s about problems/opportunities with no clear way to address them.

There are as many ways to be stuck as there are aspects to our lives. We can become stuck with our spouse or kids, our friends, our careers or boss, our physical well-being, our spiritual development, etc. Anything of significance that we set out to accomplish can, and most likely will, become stuck at one time or another.

Professional change facilitators are not immune to being stuck. From time to time, even the most accomplished practitioners, applying the most capable execution methodologies, are unable to find a viable resolution to a particular]]></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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		<title>Use Mindset and Behavior Patterns to Your Advantage</title>
		<link>http://changethinking.net/patterns/use-mindset-and-behavior-patterns-to-your-advantage</link>
		<comments>http://changethinking.net/patterns/use-mindset-and-behavior-patterns-to-your-advantage#comments</comments>
		<pubDate>Tue, 01 Jun 2010 18:16:40 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Patterns]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[business imperative]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[incremental]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=828</guid>
		<description><![CDATA[Once you understand that a specific mindset and its associated behaviors  can either facilitate or impede success, you have a level of insight that can be truly invaluable to a sponsor who is less familiar with these kinds of change dynamics.

Mindsets are made up of frames of reference (the ways individuals make sense of situations) that lead to the formation of priorities (the relative importance of various options). Shared mindsets within an organization serve as the foundations of culture and ultimately lead to common patterns of behavior.

Successful change requires a specific mindset that is shared among key players as they perform their respective roles. This “success mindset” reflects the]]></description>
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		<slash:comments>2</slash:comments>
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		<title>When You Need to Confront a Sponsor</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/when-you-need-to-confront-a-sponsor</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/when-you-need-to-confront-a-sponsor#comments</comments>
		<pubDate>Sat, 19 Dec 2009 02:00:24 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[assessment]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[evaluation]]></category>
		<category><![CDATA[linear]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[square]]></category>
		<category><![CDATA[triangular]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=371</guid>
		<description><![CDATA[So here we are with all this knowledge (see my three previous posts) about what sponsorship is, its crucial role in realizing change objectives, and how it can be effectively applied and yet we find ourselves sometimes not utilizing what we know.

How is it possible that seasoned practitioners, well versed in the theory of sponsorship and its practical application, are reluctant to leverage this information?

Here are some examples of situations when sponsors (or agents and advocates) need to be confronted by us as change practitioners:]]></description>
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