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	<title>Change Thinking &#187; culture</title>
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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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		<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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