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	<title>Change Thinking &#187; target</title>
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		<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>
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		<slash:comments>0</slash:comments>
		</item>
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		<title>How to Merge Diverse Viewpoints</title>
		<link>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints</link>
		<comments>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints#comments</comments>
		<pubDate>Tue, 17 Jan 2012 16:28:34 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[Patterns]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2853</guid>
		<description><![CDATA[This post is the fifth in a series about ways to foster synergy during major transformational initiatives, using a four-phase model that includes Interacting, Appreciative Understanding, Integrating, and Implementing.

Effective communication and valuing others’ perspectives are important elements of fostering team synergy, but they’re not enough. Synergy is the result of communicating, valuing, and merging diverse viewpoints. As with the other two phases, accomplishing this integration is extremely difficult. There are four basic conditions necessary for integration to take place.]]></description>
		<wfw:commentRss>http://changethinking.net/synergy/how-to-merge-diverse-viewpoints/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Value and Utilize Diversity to Build Synergy</title>
		<link>http://changethinking.net/synergy/value-and-utilize-diversity-to-build-synergy</link>
		<comments>http://changethinking.net/synergy/value-and-utilize-diversity-to-build-synergy#comments</comments>
		<pubDate>Tue, 10 Jan 2012 16:28:28 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Synergy]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[solution]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformational]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2781</guid>
		<description><![CDATA[In this series about fostering synergy, I’m sharing a sequence of activities that typically unfolds as synergistic relationships play out. It includes four phases: Interacting, Appreciative Understanding, Integrating, and Implementing. I will address appreciative understanding in this post.

Miscommunication among team members can be part of what contributes to poor results, but in many situations, a lack of communication skills is not the real problem. People involved in the classic interpersonal struggle often communicate very well with each other—so well, in fact, that they know exactly why they disagree with each other.]]></description>
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		<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>
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		<slash:comments>0</slash:comments>
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		<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>
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		<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>How to Be Direct and Explicit When Reframing Others</title>
		<link>http://changethinking.net/reframing-mindsets/how-to-be-direct-and-explicit-when-reframing-others</link>
		<comments>http://changethinking.net/reframing-mindsets/how-to-be-direct-and-explicit-when-reframing-others#comments</comments>
		<pubDate>Tue, 04 Oct 2011 18:17:13 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Reframing Mindsets]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2486</guid>
		<description><![CDATA[In this series, I’ve been describing the skills required (there are five of them) to reframe a person’s mindset during a change initiative. In this post, I’ll talk about the final skill—the willingness to confront. For many change facilitators, it’s the most difficult part of the reframing process.]]></description>
		<wfw:commentRss>http://changethinking.net/reframing-mindsets/how-to-be-direct-and-explicit-when-reframing-others/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Making Commitments—Do You Know Your Limits?</title>
		<link>http://changethinking.net/boundaries/making-commitments%e2%80%94do-you-know-your-limits</link>
		<comments>http://changethinking.net/boundaries/making-commitments%e2%80%94do-you-know-your-limits#comments</comments>
		<pubDate>Tue, 07 Jun 2011 20:39:19 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Boundaries]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[capacity]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[implementation]]></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[victimization]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1997</guid>
		<description><![CDATA[Transformational change generates an exhilarating, fast-paced environment where key people seek, and are often asked to take on, many demanding tasks. The sum of these tasks can sometimes push everyone past their capacity to meet commitments. The result is failure to deliver what was agreed to. This often means realization does not materialize, which is unacceptable for business-imperative initiatives.

This is no less true for us as professional change facilitators than it is for sponsors, targets, or advocates. In fact, given that our role is often to serve at the epicenter of an initiative’s activity, we are particularly vulnerable to over-promising what we can deliver.

In this two-part series, I'll talk about identifying and protecting your professional (and even personal) commitment boundaries.]]></description>
		<wfw:commentRss>http://changethinking.net/boundaries/making-commitments%e2%80%94do-you-know-your-limits/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Lessons Learned About Building Commitment to Change</title>
		<link>http://changethinking.net/commitment-in-change/lessons-learned-about-building-commitment-to-change</link>
		<comments>http://changethinking.net/commitment-in-change/lessons-learned-about-building-commitment-to-change#comments</comments>
		<pubDate>Tue, 08 Mar 2011 13:29:46 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Commitment in Change]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[behaviors]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[Change demand]]></category>
		<category><![CDATA[clarity]]></category>
		<category><![CDATA[client]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[Human Landscape]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[intent]]></category>
		<category><![CDATA[Intervention sequence]]></category>
		<category><![CDATA[learning]]></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[target]]></category>
		<category><![CDATA[tools]]></category>
		<category><![CDATA[transformational]]></category>
		<category><![CDATA[understanding]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1648</guid>
		<description><![CDATA[In this final post of my Building Commitment to Change series, I describe eight important lessons I've learned while helping clients generate enough commitment to reach full realization.]]></description>
		<wfw:commentRss>http://changethinking.net/commitment-in-change/lessons-learned-about-building-commitment-to-change/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Tactics for Building Commitment</title>
		<link>http://changethinking.net/commitment-in-change/tactics-for-building-commitment</link>
		<comments>http://changethinking.net/commitment-in-change/tactics-for-building-commitment#comments</comments>
		<pubDate>Tue, 01 Mar 2011 20:52:22 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Commitment in Change]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[commitment]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[target]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=1608</guid>
		<description><![CDATA[Change practitioners who understand the eight stages of building commitment can apply them to help generate momentum and critical mass during various engagements. In this post, I talk about barriers to success at each stage, and actions that can be taken to move people to the next stage. Also included is a downloadable table.]]></description>
		<wfw:commentRss>http://changethinking.net/commitment-in-change/tactics-for-building-commitment/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
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