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	<title>Change Thinking &#187; resistance</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>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>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>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>How to Redefine a Person’s Frame of Reference and Reset Priorities</title>
		<link>http://changethinking.net/reframing-mindsets/how-to-redefine-a-person%e2%80%99s-frame-of-reference-and-reset-priorities</link>
		<comments>http://changethinking.net/reframing-mindsets/how-to-redefine-a-person%e2%80%99s-frame-of-reference-and-reset-priorities#comments</comments>
		<pubDate>Tue, 20 Sep 2011 18:04:07 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Reframing Mindsets]]></category>
		<category><![CDATA[align]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[resources]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2426</guid>
		<description><![CDATA[It’s important to be 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 describe in detail two key elements in reframing: frame of reference and priorities, and describe how to apply each.]]></description>
		<wfw:commentRss>http://changethinking.net/reframing-mindsets/how-to-redefine-a-person%e2%80%99s-frame-of-reference-and-reset-priorities/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>What’s Culture Got To Do With It?</title>
		<link>http://changethinking.net/corporate-culture/what%e2%80%99s-culture-got-to-do-with-it</link>
		<comments>http://changethinking.net/corporate-culture/what%e2%80%99s-culture-got-to-do-with-it#comments</comments>
		<pubDate>Wed, 03 Aug 2011 00:22:04 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Corporate Culture]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[paradigm]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[transformational change]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2206</guid>
		<description><![CDATA[Like “paradigm leap,” “cultural change” is a term that has been misused, if not abused by our profession. In this three-part series, I will look at the dynamics of culture, the role it plays during change (hint: culture eats change for lunch), and critical considerations when planning and executing culture change.]]></description>
		<wfw:commentRss>http://changethinking.net/corporate-culture/what%e2%80%99s-culture-got-to-do-with-it/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
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