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	<title>Change Thinking &#187; transformation</title>
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	<link>http://changethinking.net</link>
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		<title>Guest Interview—Dean Anderson</title>
		<link>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson</link>
		<comments>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson#comments</comments>
		<pubDate>Tue, 26 Jul 2011 17:24:36 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Dean Anderson Interview]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[bad business]]></category>
		<category><![CDATA[cascade]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[mindset]]></category>
		<category><![CDATA[resistance]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=2110</guid>
		<description><![CDATA[I recently interviewed Dean Anderson, a thought-leader in the field of organization transformation. Dean's unique understanding of mindset, culture, and process gives him a deep strategic perspective, but he also has a depth and strength of character that very few people in the industry offer. During our conversation, Dean talked about the correlation between success and leaders’ mindsets, whether change should be managed from the top down or bottom up, and the number one way to make resistance to change go away.]]></description>
		<wfw:commentRss>http://changethinking.net/dean-anderson-interview/guest-interview%e2%80%94dean-anderson/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 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>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>Ways Change Agents Can Help Sponsors</title>
		<link>http://changethinking.net/agents/ways-change-agents-can-help-sponsors</link>
		<comments>http://changethinking.net/agents/ways-change-agents-can-help-sponsors#comments</comments>
		<pubDate>Tue, 12 Jan 2010 21:15:19 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Agents]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[cascading]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[focus]]></category>
		<category><![CDATA[imperative]]></category>
		<category><![CDATA[initiating]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[local]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[organizational]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[primary]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[sustaining]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=403</guid>
		<description><![CDATA[As I wrote in my last post, even sponsors with lots of experience leading difficult transitions need the help of skilled change practitioners.

Sponsors are most effective when we help them:

Have a clear definition of the change. Effective sponsors must see the desired state clearly and understand the overall intent.

Recognize and express their dissatisfaction with the present state. Successful sponsors need to be keenly aware that the organization cannot afford to fail at the change; they have to be tenacious about fully realizing the initiative’s objectives and communicate effectively to the organization.]]></description>
		<wfw:commentRss>http://changethinking.net/agents/ways-change-agents-can-help-sponsors/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How to Spot (and Help) a Good Sponsor</title>
		<link>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor</link>
		<comments>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor#comments</comments>
		<pubDate>Tue, 15 Dec 2009 19:00:37 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Sponsorship]]></category>
		<category><![CDATA[advocate]]></category>
		<category><![CDATA[agent]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[organizational]]></category>
		<category><![CDATA[realization]]></category>
		<category><![CDATA[sponsor]]></category>
		<category><![CDATA[sponsorship]]></category>
		<category><![CDATA[target]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://changethinking.net/?p=351</guid>
		<description><![CDATA[In the last two posts, we've examined things about sponsorship that many of us believe to be true. We’re also looking into why we sometimes stray from these axioms when we design interventions and/or interact with sponsors.

In my work, I’ve found that the most effective sponsors display a common set of characteristics. Of course, they’re expressed differently depending on the organization, the circumstances, and the personality of the sponsor, but in general, highly successful sponsors are purposeful, attentive, committed, decisive, and resolute. I’ll break these down into very specific statements and actions.]]></description>
		<wfw:commentRss>http://changethinking.net/sponsorship-strategy-execution/how-to-spot-and-help-a-good-sponsor/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Change Practitioner&#8217;s Role in Encouraging the Right Kind of Due Diligence (Part 4 of 5)</title>
		<link>http://changethinking.net/degree-of-difficulty/encouraging-the-right-kind-of-due-diligence</link>
		<comments>http://changethinking.net/degree-of-difficulty/encouraging-the-right-kind-of-due-diligence#comments</comments>
		<pubDate>Thu, 19 Nov 2009 09:00:35 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Degree of Difficulty]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[due diligence]]></category>
		<category><![CDATA[focused]]></category>
		<category><![CDATA[imperative]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[incremental]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://brassblogs.com/Conner/?p=59</guid>
		<description><![CDATA[I hope this blog provides all its readers with a vehicle for sharing not only ideas but tools and techniques as well. At Conner Partners, we use an assessment tool to help us evaluate the overall challenge an organization is likely to encounter when implementing a particular initiative. It focuses on the three dimensions I have been writing about:]]></description>
		<wfw:commentRss>http://changethinking.net/degree-of-difficulty/encouraging-the-right-kind-of-due-diligence/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Assessing Your Initiative’s Degree of Difficulty (Part 3 of 5)</title>
		<link>http://changethinking.net/degree-of-difficulty/assessing-your-initiative%e2%80%99s-degree-of-difficulty</link>
		<comments>http://changethinking.net/degree-of-difficulty/assessing-your-initiative%e2%80%99s-degree-of-difficulty#comments</comments>
		<pubDate>Tue, 17 Nov 2009 12:00:59 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Degree of Difficulty]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[imperative]]></category>
		<category><![CDATA[incremental]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://brassblogs.com/Conner/?p=52</guid>
		<description><![CDATA[One of the ways agents can bolster their credibility with sponsors is by not coming across as eager to apply implementation assistance to every initiative that surfaces. This can be accomplished by encouraging sponsors to engage in a Degree of Difficulty assessment and discussion that we as agents help facilitate.

A change is difficult when it falls somewhere between easy and impossible. The “difficulty criteria” is clear (How much change is involved, the desired result, and how crucial it is to succeed). However, determining if a particular project is “in crisis” is not a cut-and-dried calculation.]]></description>
		<wfw:commentRss>http://changethinking.net/degree-of-difficulty/assessing-your-initiative%e2%80%99s-degree-of-difficulty/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Exploring a Project’s “Degree of Difficulty” (Part 2 of 5)</title>
		<link>http://changethinking.net/degree-of-difficulty/exploring-a-project%e2%80%99s-%e2%80%9cdegree-of-difficulty%e2%80%9d</link>
		<comments>http://changethinking.net/degree-of-difficulty/exploring-a-project%e2%80%99s-%e2%80%9cdegree-of-difficulty%e2%80%9d#comments</comments>
		<pubDate>Thu, 12 Nov 2009 04:01:30 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Degree of Difficulty]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[imperative]]></category>
		<category><![CDATA[incremental]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://brassblogs.com/Conner/?p=54</guid>
		<description><![CDATA[Three key factors—How much change? What’s the desired result? How crucial is it to succeed?—help determine a change initiative’s Degree of Difficulty. Let’s look at these in detail.

DETERMINING HOW MUCH CHANGE IS EXPECTED

Projects of a continuous improvement nature (dealing with incremental change) have an important place within organizations. Without Six Sigma and other such methodologies to keep a constant vigilance on quality enhancement opportunities, organizations would never harvest the full potential from their processes and procedures.

Transformational change, on the other hand, dramatically alters the course of current actions.]]></description>
		<wfw:commentRss>http://changethinking.net/degree-of-difficulty/exploring-a-project%e2%80%99s-%e2%80%9cdegree-of-difficulty%e2%80%9d/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Just How Difficult Is Your Change Initiative? (Part 1 of 5)</title>
		<link>http://changethinking.net/degree-of-difficulty/just-how-difficult-is-your-change-initiative</link>
		<comments>http://changethinking.net/degree-of-difficulty/just-how-difficult-is-your-change-initiative#comments</comments>
		<pubDate>Mon, 09 Nov 2009 19:42:32 +0000</pubDate>
		<dc:creator>Daryl Conner</dc:creator>
				<category><![CDATA[Degree of Difficulty]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[degree of difficulty]]></category>
		<category><![CDATA[implementation]]></category>
		<category><![CDATA[initiative]]></category>
		<category><![CDATA[practitioner]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://brassblogs.com/Conner/?p=22</guid>
		<description><![CDATA[Credibility gaps often exist between us as change practitioners and our sponsors. Many factors contribute to these gaps, and I’ll explore several in a future post. Here, I’d like to focus on a common one: Many sponsors see us as indiscriminate when suggesting they allocate significant amounts of time and attention to implementing change initiatives. They believe we think ALL initiatives are critical and in need of our skills.

Let’s not argue about whether this indictment is justified, or whether you personally would ever create such an impression. My point is, too many sponsors hold this view about too many of us change practitioners and as a result, they see us as tactical players (have hammer, looking for nail) rather than as trusted advisors capable of determining when implementation assistance is genuinely called for.]]></description>
		<wfw:commentRss>http://changethinking.net/degree-of-difficulty/just-how-difficult-is-your-change-initiative/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
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