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	<title>Change Thinking &#187; realization</title>
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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>Harness the Momentum of Synergy to Realize Change Goals</title>
		<link>http://changethinking.net/synergy/harness-the-momentum-of-synergy-to-realize-change-goals</link>
		<comments>http://changethinking.net/synergy/harness-the-momentum-of-synergy-to-realize-change-goals#comments</comments>
		<pubDate>Tue, 24 Jan 2012 18:31:06 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[contracting]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[oversight]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[speed of change]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2876</guid>
		<description><![CDATA[I’ve just published the final post in my series on developing synergistic work teams, in which I have been describing a four-phase model that includes Interacting, Appreciative Understanding, and Integrating. Finally, we come to the Implement stage, where all the hard work of communicating, and appreciating and merging divergent views begins to pay off and we begin to reap the benefits of this process.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/harness-the-momentum-of-synergy-to-realize-change-goals/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Four Ways Communication Can Build Synergy in Work Teams</title>
		<link>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams</link>
		<comments>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams#comments</comments>
		<pubDate>Tue, 20 Dec 2011 17:35:02 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2745</guid>
		<description><![CDATA[In this series, I’m discussing what I’ve learned about fostering synergy during major transformational initiatives.

If people have the willingness to forge their diverse perspectives into a synergistic alliance, a sequence can be used to describe how they can work together to realize change. The first phase of the sequence involves learning to interact with each other using effective communication.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/four-ways-communication-can-build-synergy-in-work-teams/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Process for Building Organizational Synergy</title>
		<link>http://changethinking.net/synergy/a-process-for-building-organizational-synergy</link>
		<comments>http://changethinking.net/synergy/a-process-for-building-organizational-synergy#comments</comments>
		<pubDate>Tue, 13 Dec 2011 22:20:33 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[foxhole]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational change]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2705</guid>
		<description><![CDATA[Before people can create and maintain synergistic relationships, they must be willing, and they must have the ability to engage.

In this post, I will describe what “willingness” really means, and outline four skill sets (that I will describe in greater detail in subsequent posts) necessary for engagement.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/a-process-for-building-organizational-synergy/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Importance of Synergy During Transformational Change</title>
		<link>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change</link>
		<comments>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change#comments</comments>
		<pubDate>Tue, 06 Dec 2011 18:52:19 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[competence]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2676</guid>
		<description><![CDATA[A synergistic working relationship is a powerful phenomenon to witness in action. People work together to consume the fewest resources possible to get the job done, while achieving a higher quantity and quality output than if they worked independently. Many change facilitators, however, do not have an in-depth understanding of the dynamics of synergy. They hope synergy exists within their client populations, and leverage it when it does, but they are often uncertain about what specific actions can be employed to foster it.

In this series, I will describe a process for building organizational synergy that includes ways to:
Use communication and diversity to build synergy,
Merge diverse viewpoints, and
Harness the momentum of synergy to realize the goals of the change]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/the-importance-of-synergy-during-transformational-change/feed</wfw:commentRss>
		<slash:comments>3</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>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>
		<wfw:commentRss>http://changethinking.net/tough-conversations/tough-conversations%e2%80%94know-when-to-push-and-when-to-stop/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>You Can Measure the “Toughness” of a Conversation</title>
		<link>http://changethinking.net/tough-conversations/you-can-measure-the-%e2%80%9ctoughness%e2%80%9d-of-a-conversation</link>
		<comments>http://changethinking.net/tough-conversations/you-can-measure-the-%e2%80%9ctoughness%e2%80%9d-of-a-conversation#comments</comments>
		<pubDate>Tue, 25 Oct 2011 15:33:22 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Tough Conversations]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[dysfunctional]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2552</guid>
		<description><![CDATA[In my last post, I said that it’s sometimes necessary to have uncomfortable conversations with clients in order to keep the change initiative on track toward realization. But how much uneasiness is enough? How much is too much? In this post, I describe a “discomfort continuum” that I use to determine the answers to these questions.]]></description>
		<wfw:commentRss>http://changethinking.net/tough-conversations/you-can-measure-the-%e2%80%9ctoughness%e2%80%9d-of-a-conversation/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Have a Tough Conversation</title>
		<link>http://changethinking.net/tough-conversations/how-to-have-a-tough-conversation</link>
		<comments>http://changethinking.net/tough-conversations/how-to-have-a-tough-conversation#comments</comments>
		<pubDate>Tue, 18 Oct 2011 14:01:04 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Tough Conversations]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resources]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2527</guid>
		<description><![CDATA[As change practitioners, we’ve learned skills that help us facilitate discussions, guide conversations, and manage relationships with our clients. We hope things go smoothly and that both we and the client have relatively comfortable interactions as the change process unfolds. For the most part, we prefer to avoid any tough, unsettling discussions.

There are times however, when keeping everything smooth won’t yield the results we need. Sometimes we have to go into a zone that is uncomfortable for the other person. There is no other way, if we want to serve our client and create the value we agreed to provide. In this series, I’ll describe how to plan for, and conduct, a tough conversation.]]></description>
		<wfw:commentRss>http://changethinking.net/tough-conversations/how-to-have-a-tough-conversation/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
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