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	<title>Change Thinking &#187; Resilience</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>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>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>
		</item>
		<item>
		<title>The Characteristics of Nimble Execution</title>
		<link>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution</link>
		<comments>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution#comments</comments>
		<pubDate>Mon, 20 Dec 2010 22:24:29 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Nimble Organizations]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[behavior]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[consequences]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[predisposition]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1261</guid>
		<description><![CDATA[When implementing change, nimble organizations have seven characteristics that distinguish them from their competitors]]></description>
		<wfw:commentRss>http://changethinking.net/nimble-organizations/the-characteristics-of-nimble-execution/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Constrained or Nimble? Name Your Organization.</title>
		<link>http://changethinking.net/nimble-organizations/constrained-or-nimble-name-your-organization</link>
		<comments>http://changethinking.net/nimble-organizations/constrained-or-nimble-name-your-organization#comments</comments>
		<pubDate>Tue, 07 Dec 2010 21:54:49 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Nimble Organizations]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[mindsets]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[resources]]></category>
		<category><![CDATA[success]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1246</guid>
		<description><![CDATA[Today, I'm starting a new series on the nimble organization. As change facilitators, we run the risk of being so focused on helping our clients with their individual change endeavors that we fail to prepare them for the changes that haven't even been identified yet. When this happens, we unintentionally keep them in a strictly reactive mode instead of helping them also get ready for ongoing disruption. Every organization shows patterns of mindsets and behaviors that reflect how well they can adjust in order to remain successful. These patterns run on a continuum from "constrained" to "nimble." How does your client measure up?]]></description>
		<wfw:commentRss>http://changethinking.net/nimble-organizations/constrained-or-nimble-name-your-organization/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Patterns Aren&#8217;t Created, They Are Revealed</title>
		<link>http://changethinking.net/patterns/patterns-arent-created-they-are-revealed</link>
		<comments>http://changethinking.net/patterns/patterns-arent-created-they-are-revealed#comments</comments>
		<pubDate>Thu, 24 Jun 2010 13:27:18 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Patterns]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[implement]]></category>
		<category><![CDATA[lens]]></category>
		<category><![CDATA[nimble]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[predisposition]]></category>
		<category><![CDATA[Resilience]]></category>
		<category><![CDATA[tools]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=859</guid>
		<description><![CDATA[We don’t own patterns, yet we are all responsible for them.

Some of us might be fortunate enough to be the first to observe and document a pattern, but we didn’t invent it, we uncovered it. Adjusting to the unfamiliar has been part of the human experience since the beginning of time. Any change-related pattern we use was in play long before any of us started practicing this craft. And even though some of us have fashioned our own particular way of articulating transition dynamics (nomenclature, principles, guidelines, axioms) the basic patterns can’t be commandeered by any of us.

So, we can’t take credit for conceiving the patterns of change, but because we did discover them, we have a responsibility]]></description>
		<wfw:commentRss>http://changethinking.net/patterns/patterns-arent-created-they-are-revealed/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Resilience in Teams and Organizations</title>
		<link>http://changethinking.net/resilience/resilience-in-teams-and-organizations</link>
		<comments>http://changethinking.net/resilience/resilience-in-teams-and-organizations#comments</comments>
		<pubDate>Tue, 23 Feb 2010 13:00:32 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Resilience]]></category>
		<category><![CDATA[flexible]]></category>
		<category><![CDATA[focused]]></category>
		<category><![CDATA[ODR]]></category>
		<category><![CDATA[organized]]></category>
		<category><![CDATA[positive]]></category>
		<category><![CDATA[proactive]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=527</guid>
		<description><![CDATA[In my last post, I wrote about the five characteristics of resilience: positive, focused, flexible, organized, and proactive as they apply to individuals going through change.

Now I’d like to expand the notion of resilience to a larger context. Think about teams going through change. Research shows that under certain circumstances, teams can be more effective than a collection of individuals. How this happens is another topic, synergy, which I will focus on at a later date. For now, I’d like to share our observation that teams can create exceptionally strong and effective responses to change if they can draw on the varied resilience strengths of members. A team in which the least positive person sets the emotional tone for the group,]]></description>
		<wfw:commentRss>http://changethinking.net/resilience/resilience-in-teams-and-organizations/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Five Aspects of Resilience</title>
		<link>http://changethinking.net/resilience/five-aspects-of-resilience</link>
		<comments>http://changethinking.net/resilience/five-aspects-of-resilience#comments</comments>
		<pubDate>Tue, 16 Feb 2010 21:28:13 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Resilience]]></category>
		<category><![CDATA[flexible]]></category>
		<category><![CDATA[focused]]></category>
		<category><![CDATA[organized]]></category>
		<category><![CDATA[positive]]></category>
		<category><![CDATA[proactive]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=494</guid>
		<description><![CDATA[When people adapt to change, they need to apply their mental, physical, and emotional energy to adjust to new circumstances. Based on our own observations and review of research, we’ve identified a set of five “change muscles” that help people use their energy more effectively during change. Let’s take a closer look:
Positive

Resilient people are positive. They can see possibilities in even the most discouraging of situations, and opportunities amidst potential dangers. They also see themselves as having the capability to deal with challenging situations. As a result, they are better able to engage their energy in change rather than retreating, worrying, or engaging in defensive, unproductive activities.
Focused

Resilient people are focused. They know what’s important to them, and have a clear sense of priorities. In the midst of ambiguity, there are often many conflicting demands for attention. Resilient people recognize that they can’t do everything. They are able to say “no” to the less important things so they can focus their energy on the few most critical issues.]]></description>
		<wfw:commentRss>http://changethinking.net/resilience/five-aspects-of-resilience/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<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>
		<wfw:commentRss>http://changethinking.net/resilience/how-resilient-are-you/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
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