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	<title>Change Thinking &#187; installation</title>
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	<link>http://changethinking.net</link>
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		<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>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>How Do People Learn to Adapt to Change?</title>
		<link>http://changethinking.net/capacity-and-demand/how-do-people-learn-to-adapt-to-change</link>
		<comments>http://changethinking.net/capacity-and-demand/how-do-people-learn-to-adapt-to-change#comments</comments>
		<pubDate>Tue, 02 Nov 2010 19:22:23 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Capacity and Demand]]></category>
		<category><![CDATA[behavior]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[dysfunctional]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[overload]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resource]]></category>
		<category><![CDATA[risk]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1160</guid>
		<description><![CDATA[To realize the intended benefits of a major change, the people affected must have the capacity to adapt, which means they must have sufficient mental, emotional, and physical energy to incorporate new mindsets and behaviors. If change demand exceeds available adaptation capacity, overload occurs, which causes dysfunctional mindsets and behaviors--in other words, future shock.]]></description>
		<wfw:commentRss>http://changethinking.net/capacity-and-demand/how-do-people-learn-to-adapt-to-change/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Intent Architect—Guardian of Outcomes</title>
		<link>http://changethinking.net/intent/the-intent-architect%e2%80%94guardian-of-outcomes</link>
		<comments>http://changethinking.net/intent/the-intent-architect%e2%80%94guardian-of-outcomes#comments</comments>
		<pubDate>Wed, 22 Sep 2010 03:24:45 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[intent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[clarity]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[enrollment]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[integrity]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1052</guid>
		<description><![CDATA[Collectively, businesses spend hundreds of billions of dollars on strategic initiatives each year. The evidence is clear that, when using traditional planning and delivery approaches, each initiative begins with a 70 percent chance of failing. Lack of clarity, poor expression, and inadequate attention toward integrity all contribute to the failures. It doesn’t have to be that way.

An intent architect can explicitly and deliberately manage intent to avoid disappointment and provide the critical starting point for creating transformational results in the organization.]]></description>
		<wfw:commentRss>http://changethinking.net/intent/the-intent-architect%e2%80%94guardian-of-outcomes/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Path of Intent Management</title>
		<link>http://changethinking.net/intent/the-path-of-intent-management</link>
		<comments>http://changethinking.net/intent/the-path-of-intent-management#comments</comments>
		<pubDate>Tue, 07 Sep 2010 14:54:27 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[intent]]></category>
		<category><![CDATA[behavior]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[clarity]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[integrity]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1044</guid>
		<description><![CDATA[As practitioners, we sometimes spend more time getting people to change than we do on the change itself. A complete, concise, understandable, and compelling statement of intent is critically important to achieving change success. In this post, I'll say more about that, and about managing the intent process.]]></description>
		<wfw:commentRss>http://changethinking.net/intent/the-path-of-intent-management/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Are You Stuck?</title>
		<link>http://changethinking.net/are-you-stuck/are-you-stuck</link>
		<comments>http://changethinking.net/are-you-stuck/are-you-stuck#comments</comments>
		<pubDate>Thu, 01 Jul 2010 03:18:47 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Are You Stuck?]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[clarity]]></category>
		<category><![CDATA[clients]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[contracting]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[pattern]]></category>
		<category><![CDATA[practitioners]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=869</guid>
		<description><![CDATA[We all get stuck sometimes…it’s part of the human experience. We know what we want to achieve and have a plan for doing it, but suddenly we’re faced with a challenge that mystifies us. The situation may involve a problem or opportunity, but the fact is, we don’t know how to resolve it given the present circumstances (or aren’t willing to because of certain implications). In other words, becoming unstuck isn’t about problems/opportunities—it’s about problems/opportunities with no clear way to address them.

There are as many ways to be stuck as there are aspects to our lives. We can become stuck with our spouse or kids, our friends, our careers or boss, our physical well-being, our spiritual development, etc. Anything of significance that we set out to accomplish can, and most likely will, become stuck at one time or another.

Professional change facilitators are not immune to being stuck. From time to time, even the most accomplished practitioners, applying the most capable execution methodologies, are unable to find a viable resolution to a particular]]></description>
		<wfw:commentRss>http://changethinking.net/are-you-stuck/are-you-stuck/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Five Lenses for Viewing Patterns of Change</title>
		<link>http://changethinking.net/patterns/five-lenses-for-viewing-patterns-of-change</link>
		<comments>http://changethinking.net/patterns/five-lenses-for-viewing-patterns-of-change#comments</comments>
		<pubDate>Thu, 10 Jun 2010 18:19:47 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Patterns]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[business imperative]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[enrollment]]></category>
		<category><![CDATA[installation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=839</guid>
		<description><![CDATA[We’ve been talking about lenses that practitioners can use to identify patterns, and to help sponsors deal with change. I’m sure there are lenses you pay most attention to, and I encourage you to share them here. I’ll tell you about five I often rely on:

    * The importance placed on matching challenge and commitment to change
    * The importance placed on the intent of the change
    * The importance placed on sponsors
    * The importance leaders place on agents
    * Leaders’ understanding of the nature of organizational change success

Each of these lenses reveals a series of mindset and behavior patterns.

Here are a few representative examples of the success mindset patterns]]></description>
		<wfw:commentRss>http://changethinking.net/patterns/five-lenses-for-viewing-patterns-of-change/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<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>
		<wfw:commentRss>http://changethinking.net/agents/guidelines-for-dealing-with-top-change-agent-challenges/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
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