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	<title>Change Thinking &#187; implementation</title>
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	<link>http://changethinking.net</link>
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		<title>Adjusting to the Unfamiliar Is an Emotional Process</title>
		<link>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process</link>
		<comments>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process#comments</comments>
		<pubDate>Tue, 14 Feb 2012 22:40:24 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Cathartic Nature of Our Work]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[pain]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[stuck]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2949</guid>
		<description><![CDATA[In this three-part series, I am talking about the deep emotion of transformational change, and how to recognize and respond to it. This post addresses the three phases that correspond to letting go of the status quo and migrating to the unfamiliar.]]></description>
		<wfw:commentRss>http://changethinking.net/cathartic-nature-of-our-work/adjusting-to-the-unfamiliar-is-an-emotional-process/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Emotional Side to Facilitating Change</title>
		<link>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change</link>
		<comments>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change#comments</comments>
		<pubDate>Tue, 07 Feb 2012 21:46:34 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Cathartic Nature of Our Work]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[interventions]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[sustain]]></category>
		<category><![CDATA[transformational change]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2932</guid>
		<description><![CDATA[The Emotional Side to Facilitating Change

A great deal of emotional investment is necessary to achieve the desired outcome of strategic initiatives, yet most change endeavors emphasize the intellectual components (data reviews, critical activities and milestones, logical presentations, rational decision-making, etc.). That’s understandable—intellectual commitment is easier to come by. People often grasp the implications of a change at a rational level quickly but then find that they need more time and effort to make the necessary emotional adjustments (such as changing relationships with co-workers or a shift in the political landscape).

When emotional accommodation is too far behind the logical acceptance of change, dual—often contradictory—signals are sent by the person facing the transition. This kind of split-level commitment can produce confusion, mixed signals, and ambiguous communication for all involved.

In this three-part series, I will talk about recognizing and responding to the deep emotion of transformational change.]]></description>
		<wfw:commentRss>http://changethinking.net/cathartic-nature-of-our-work/the-emotional-side-to-facilitating-change/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<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>
		<wfw:commentRss>http://changethinking.net/the-ethical-ploy/use-ethical-ploys-to-change-the-world/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>When Change Agents Go Undercover</title>
		<link>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover</link>
		<comments>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover#comments</comments>
		<pubDate>Wed, 16 Nov 2011 21:55:58 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[The Ethical Ploy]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsor]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2617</guid>
		<description><![CDATA[In this new series, I will describe the five elements of an ethical ploy, and explain how to guide people toward seeing a point of view they might not have otherwise been open to.]]></description>
		<wfw:commentRss>http://changethinking.net/the-ethical-ploy/when-change-agents-go-undercover/feed</wfw:commentRss>
		<slash:comments>2</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>7 Ways to Make a Client Self-Sufficient</title>
		<link>http://changethinking.net/implanting-dna/7-ways-to-make-a-client-self-sufficient</link>
		<comments>http://changethinking.net/implanting-dna/7-ways-to-make-a-client-self-sufficient#comments</comments>
		<pubDate>Tue, 30 Aug 2011 16:12:12 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Implanting DNA]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2346</guid>
		<description><![CDATA[In my last post, I used a metaphor of “implanting DNA” to describe the process of transferring self-sufficiency to clients. In this post, I’ll describe seven practical ways to accomplish that.]]></description>
		<wfw:commentRss>http://changethinking.net/implanting-dna/7-ways-to-make-a-client-self-sufficient/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Work Yourself Out of a Job</title>
		<link>http://changethinking.net/implanting-dna/how-to-work-yourself-out-of-a-job</link>
		<comments>http://changethinking.net/implanting-dna/how-to-work-yourself-out-of-a-job#comments</comments>
		<pubDate>Tue, 23 Aug 2011 18:46:01 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Implanting DNA]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[interventions]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[predisposition]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[tools]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2325</guid>
		<description><![CDATA[Teaching clients to execute change on their own is a crucial part of practicing our craft. This series is for those practitioners who have the desire and the latitude to transfer as much of their knowledge, tools, and skills as the client is prepared to take on.]]></description>
		<wfw:commentRss>http://changethinking.net/implanting-dna/how-to-work-yourself-out-of-a-job/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>An Approach to Successful Culture Change</title>
		<link>http://changethinking.net/corporate-culture/an-approach-to-successful-culture-change</link>
		<comments>http://changethinking.net/corporate-culture/an-approach-to-successful-culture-change#comments</comments>
		<pubDate>Tue, 16 Aug 2011 21:52:53 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[align]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Momentum and Critical Mass]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[promises that matter]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2291</guid>
		<description><![CDATA[In this series, I’ve been talking about culture and its role in major organizational change. In this last post, I’ll describe the importance of planning for culture change in the process and describe five ways to execute a successful culture shift during a transformational change.]]></description>
		<wfw:commentRss>http://changethinking.net/corporate-culture/an-approach-to-successful-culture-change/feed</wfw:commentRss>
		<slash:comments>1</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>
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