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	<title>Change Thinking &#187; Empowerment</title>
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		<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>
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		<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>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Are You an “Empowered” Change Agent?</title>
		<link>http://changethinking.net/empowerment/are-you-an-%e2%80%9cempowered%e2%80%9d-change-agent</link>
		<comments>http://changethinking.net/empowerment/are-you-an-%e2%80%9cempowered%e2%80%9d-change-agent#comments</comments>
		<pubDate>Wed, 23 Mar 2011 19:13:32 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[Learning from mistakes (vs. failures)]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1704</guid>
		<description><![CDATA[The empowered relationship is one of the more important aspects of orchestrating organizational transitions, but the term “empowerment” continues to be misunderstood and misused. Most professional change facilitators have some understanding of empowerment’s role and importance during implementation, but we have to fully grasp all its implications if we are to help our clients use this tool wisely.

In this new series, I discuss the difference between empowerment and delegation, how to earn empowerment, the characteristics of an empowered person, as well as building blocks—and roadblocks—to empowerment.]]></description>
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		<item>
		<title>How to Get Unstuck</title>
		<link>http://changethinking.net/are-you-stuck/how-to-get-unstuck</link>
		<comments>http://changethinking.net/are-you-stuck/how-to-get-unstuck#comments</comments>
		<pubDate>Wed, 07 Jul 2010 15:30:01 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Are You Stuck?]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[tools]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=879</guid>
		<description><![CDATA[In my last post, I wrote about what happens when initiatives become “stuck.” Challenges and obstacles to implementation are a regular and expected occurrence in any change initiative. They become problematic, however, when the attending change agent doesn’t have a plan he or she believes in, or even an idea, of how to solve the problem.

There is a framework practitioners can use to determine how to get unstuck, regardless of the nature of the desired outcome, or the implementation approach used (Kotter, Bridges, Anderson, Prosci, Conner, etc.), or the specific actions they call into play. This post provides a way to look at a generic intervention process and how to apply it to any change or execution methodology.]]></description>
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		<item>
		<title>Guidelines for Dealing with Top Change Agent Challenges</title>
		<link>http://changethinking.net/agents/guidelines-for-dealing-with-top-change-agent-challenges</link>
		<comments>http://changethinking.net/agents/guidelines-for-dealing-with-top-change-agent-challenges#comments</comments>
		<pubDate>Thu, 21 Jan 2010 01:51:23 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Agents]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[Empowerment]]></category>
		<category><![CDATA[initiating]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[passionately neutral]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sustaining]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=405</guid>
		<description><![CDATA[Whether change agents are internal or external, they often have to operate in an environment where sponsors are less than prepared to perform their role. Here are some guidelines for addressing common challenges agents face when in service to sponsors.
Aim for realization, not installation.

Many sponsors focus on installing critical changes—putting solutions in place—rather than realizing the intended business benefits. Be sure you and your sponsor are clear on whether you are working toward full realization of the initiative’s objectives or some degree of installation with reduced expectations.
Make strong sponsorship your top priority.

Realization of change is impossible without sufficient sponsor commitment and the capacity to follow through with his or her intentions. Successful agents foster the necessary sponsor behaviors to build and maintain three critical elements:]]></description>
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