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	<title>Change Thinking &#187; future shock</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>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>
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		<slash:comments>0</slash:comments>
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		<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>
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		<title>How Resilient Are You?</title>
		<link>http://changethinking.net/resilience/how-resilient-are-you</link>
		<comments>http://changethinking.net/resilience/how-resilient-are-you#comments</comments>
		<pubDate>Tue, 09 Feb 2010 15:21:55 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Resilience]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[dysfunctional behavior]]></category>
		<category><![CDATA[future shock]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[speed of change]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=456</guid>
		<description><![CDATA[As a change practitioner, you’ve probably seen the impact of major change on your team’s or department’s productivity. Humans have a limited capacity to absorb the disruption that change creates. When an individual faces more demand for change than he or she can absorb, the result is an increase in dysfunctional behavior.

To adapt successfully, individuals must increase their speed of change. I’m not talking about the velocity at which things around them are changing, but rather how fast they can recover from their own disrupted expectations. When people are able to function at their optimum speed of change, they can absorb significant disruption with minimal dysfunction. The key to increasing a person’s speed of change is resilience.

Resilient people are no less vulnerable than others to the stresses of change. They can’t prevent disruptions, but the results of a change are often more fruitful and less damaging for them. Resilient people bounce back quickly; they do not become victims of change.]]></description>
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