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	<title>Change Thinking &#187; culture</title>
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		<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>Danger? Opportunity? You Decide.</title>
		<link>http://changethinking.net/reframing-mindsets/danger-opportunity-you-decide</link>
		<comments>http://changethinking.net/reframing-mindsets/danger-opportunity-you-decide#comments</comments>
		<pubDate>Wed, 28 Sep 2011 15:51:30 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Reframing Mindsets]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[future shock]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[tools]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2457</guid>
		<description><![CDATA[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.]]></description>
		<wfw:commentRss>http://changethinking.net/reframing-mindsets/danger-opportunity-you-decide/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Changing Someone’s Mind—The Basics of Reframing</title>
		<link>http://changethinking.net/reframing-mindsets/the-basics-of-reframing</link>
		<comments>http://changethinking.net/reframing-mindsets/the-basics-of-reframing#comments</comments>
		<pubDate>Tue, 06 Sep 2011 20:44:24 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Reframing Mindsets]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2365</guid>
		<description><![CDATA[Why is reframing important? Professional change agents must be able to influence those they serve—especially sponsors. Sometimes they must reshape others’ views, as well as their understanding of a situation, to help achieve the goals of a change initiative.

In this new series, I address the key reframing skills every practitioner should know, and include such topics as:

    How to be direct and explicit when reframing others
    Why frame of reference and priorities are so important when reframing a person’s mindset
    The difference between reframing “danger” people and “opportunity” people]]></description>
		<wfw:commentRss>http://changethinking.net/reframing-mindsets/the-basics-of-reframing/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<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>

		<guid isPermaLink="false">http://changethinking.net/?p=2110</guid>
		<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>
		<wfw:commentRss>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Make Shift Happen</title>
		<link>http://changethinking.net/paradigm-shifts/how-to-make-shift-happen</link>
		<comments>http://changethinking.net/paradigm-shifts/how-to-make-shift-happen#comments</comments>
		<pubDate>Wed, 13 Jul 2011 04:19:33 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Paradigm Shifts]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[dysfunctional]]></category>
		<category><![CDATA[future shock]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[sustainability]]></category>
		<category><![CDATA[tools]]></category>
		<category><![CDATA[transformation]]></category>
		<category><![CDATA[victimized]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2086</guid>
		<description><![CDATA[In this series, we’ve been exploring the evolution of organizational paradigms. In my last post, I talked about the collapse/renewal phase, the place where either shift “happens” or it “hits the fan.” Here, I’ll pick up with an exploration of what is involved when orchestrating a new paradigm. It requires a four-part approach involving leadership, a learning environment, a new culture, and resilience.]]></description>
		<wfw:commentRss>http://changethinking.net/paradigm-shifts/how-to-make-shift-happen/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Eight Stages of Building Commitment</title>
		<link>http://changethinking.net/commitment-in-change/the-eight-stages-of-building-commitment</link>
		<comments>http://changethinking.net/commitment-in-change/the-eight-stages-of-building-commitment#comments</comments>
		<pubDate>Tue, 22 Feb 2011 21:24:13 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Commitment in Change]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1580</guid>
		<description><![CDATA[Last week I started a series on building commitment for major organizational change. This week, I talk in depth about the eight stages of commitment. Understanding these steps and the sequence for building commitment gives change practitioners a powerful advantage when building momentum and critical mass for the change.]]></description>
		<wfw:commentRss>http://changethinking.net/commitment-in-change/the-eight-stages-of-building-commitment/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Momentum and Critical Mass</title>
		<link>http://changethinking.net/momentum-and-critical-mass/momentum-and-critical-mass</link>
		<comments>http://changethinking.net/momentum-and-critical-mass/momentum-and-critical-mass#comments</comments>
		<pubDate>Wed, 02 Feb 2011 20:46:35 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Momentum and Critical Mass]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sustain to realization]]></category>
		<category><![CDATA[Synergy]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1447</guid>
		<description><![CDATA[Previously, I talked about redirecting energy during a transformational change from protecting “the way things are” toward addressing the issues related to the shift. 
In this post, we’ll discuss how to build the momentum of this energy until there is critical mass to drive the initiative through to realization.]]></description>
		<wfw:commentRss>http://changethinking.net/momentum-and-critical-mass/momentum-and-critical-mass/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Learning Paradox</title>
		<link>http://changethinking.net/learning-as-a-foundation-of-our-work/the-learning-paradox</link>
		<comments>http://changethinking.net/learning-as-a-foundation-of-our-work/the-learning-paradox#comments</comments>
		<pubDate>Fri, 14 Jan 2011 13:19:49 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Learning as a Foundation of Our Work]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[competence]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[nimble]]></category>
		<category><![CDATA[paradigm]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1408</guid>
		<description><![CDATA[The only way to succeed when seeking transformational goals is to reframe the notion of failure into “corrective” experiences:

    * Failures are mistakes that render no value—people miss the mark and do not learn from the incident.
    * Corrective experiences are mistakes that enable people to gain important discernment and illumination.

I’m not trying to diminish the importance of reinforcing and recognizing successful performance, but I am highlighting the importance of using mistakes as catalysts for growth.]]></description>
		<wfw:commentRss>http://changethinking.net/learning-as-a-foundation-of-our-work/the-learning-paradox/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Characteristics of Nimble Execution</title>
		<link>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution</link>
		<comments>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution#comments</comments>
		<pubDate>Mon, 20 Dec 2010 22:24:29 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Nimble Organizations]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behavior]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[consequences]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[predisposition]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1261</guid>
		<description><![CDATA[When implementing change, nimble organizations have seven characteristics that distinguish them from their competitors]]></description>
		<wfw:commentRss>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Manage Intent to Deliver on Promises and Minimize Disappointment</title>
		<link>http://changethinking.net/intent/manage-intent-to-deliver-on-promises-and-minimize-disappointment</link>
		<comments>http://changethinking.net/intent/manage-intent-to-deliver-on-promises-and-minimize-disappointment#comments</comments>
		<pubDate>Tue, 31 Aug 2010 18:17:16 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[intent]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1043</guid>
		<description><![CDATA[As a professional change community, we have not always paid sufficient attention to intent. Our focus has often been more on getting people to adapt to a change than on the change itself. What I mean is, sometimes we are so attentive to issues like resistance and commitment that we fail to see that the people involved lack a common understanding of what is being asked of them. I can say this was certainly true for me until a missing part to the change puzzle was revealed.]]></description>
		<wfw:commentRss>http://changethinking.net/intent/manage-intent-to-deliver-on-promises-and-minimize-disappointment/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
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