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March 28, 2014 By Torben Rick Shared by Sandy Schwan, MSLOC alumna "Organisations must become increasingly able to change quickly and easily. The business must be flexible yet capable of implementing and sustaining organisational change. Deciding what to change is one thing. Making changes stick is another. To improve your odds, use this change management checklist:"

Shared by Maggie Lewis, MSLOC Instructor and Alumna "Culture is critically important to business success around the world. That was the response from an overwhelming 84 percent of the more than 2,200 participants in our 2013 Culture and Change Management Survey. The survey, conducted by the Katzenbach Center at Booz & Company, was undertaken to better understand global perceptions of culture, its impact on change, and the main barriers to successful, sustainable transformation. In addition to culture's critical role in the overall success of an organization, survey responses suggest strong correlations between the success of change programs and whether culture was leveraged in the change process. Our findings point to using a holistic, culture-oriented approach to change for the best results. Despite its critical role, however, there is a disparity between the way culture is seen by companies and the way it is treated. Less than half of participants report that their companies effectively manage culture, and more than half say a major culture overhaul is needed. How can companies close this gap, and begin to effectively leverage the power of culture to achieve more sustainable transformations?"

Results from 2013 survey of change management success, reasons for failure.

By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

Description of the types of organizational change

Author: Susan Scrupski Shared by: Jeff Merrell, MSLOC Faculty April 24, 2014 My friends and colleagues at Change Agents Worldwide are kicking off a "blog carousel" to address all these reasons why organizations can't change. This list was carefully compiled by a Product Engineer of the Milwaukee Gear Company in 1959. These objections still live on today in memos, meetings, analysis decks, and teleconference calls over a half-century later.

Written by Peggy Troyer, MSLOC Alumna March 18, 2014 "One of my responsibilities, as my company's Human Resource Partner, is to help managers make the right decisions on how they should reward their employees during our annual compensation review cycle. Over the years, a common assumption my managers may come to me for advice is, "How could anyone stay motivated to work if I don't give them a raise? Everyone must get something or they will surely leave." Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?"

By Marshall Moore February 18, 2014 Shared by Kelly Ross, MSLOC alumnae and MSLOC Coach in the Organizational and Leadership Coaching Certification program. "Good coaches get results, respect, and awards-just ask the three managers recently inducted into the Baseball Hall of Fame. But what makes a coach or mentor good? One school of thought says they should hold their mentees to specific performance benchmarks and help them reach those benchmarks by targeting their personal weaknesses. Popofatticus But new research suggests a different tack-namely, to nurture a mentee's strengths, aspirations for the future, and goals for personal growth. Indeed, studies suggest that this positive approach is more effective at helping people learn and change; for instance, it helps train business school students to be better managers, and it is more effective at getting patients to comply with doctors' orders."

March 2, 2014 Shared by Keeley Sorokti, MSLOC alumna "Over the last few years, there has been an enormous amount of industry discussion about how the digital world is changing the way we work. To any reasonable observer, the ways that we communicate, interact, and collaborate with each other are all in the midst of profound change. At least the why seems fairly clear. At at high level, there appear to be three major root causes for why collaboration - the very core of how people come together and function as a business - is in the midst of reinvention: Hierarchical management styles break down in the face of the inherent complexity and scale of the modern business environment. New digital tools have put us in constant and direct contact with nearly every person in the developed world at virtually no cost or effort. Thus businesses are now primarily subject to the power laws of networks, rather than the legacy rules of business. There has been a sustained shift in the power of creation, as the edges of our organizations and marketplaces now have readily in hand as much - and often more - productive power and reach than our institutions. The obvious cause is today's pervasive global platforms for self-expression (yes, by this I largely mean social media, but also all forms of digital connectedness.)"

By Art Kleiner in strategy+business | booz&co. March 11, 2014 Shared by Eric Fridman, MSLOC Student "The idea of using mindfulness as a guide to better business practices has taken on such currency as a management fad lately that it already has a detractor: The New Republic's Silicon Valley curmudgeon, Evgeny Morozov. Known for his skepticism about Internet-fueled democracy, Morozov has penned a new article called "The Mindfulness Racket," in which he claims that workplace meditation-the leading edge of the fad-is a weak substitute for the substantial change that businesses really need. "

Renetta McCann, Leo Burnett Chief Talent Officer and MSLOC alumnae reminds us that at one point in time, those who worked were looked down upon. Now, we wear our jobs on our sleeves like badges of honor. When did our views on work change, and how can we reframe what's expected from an office environment to improve our professional experiences?

March 14, 2014 By Paul Boag Shared by Tammie Green, MSLOC Alumna "If digital is just a tool in our business arsenal, then it fundamentally alters how we approach this new medium. It will even redefine what your job should be. If digital is just a tool, we might not even need Web professionals. I can tell you now that from a certain point of view they are right to criticize me. In fact, yes, at their most fundamental level, digital technologies such as the Web and mobile are just tools like any other we work with. Like electricity or the printing press, we can use these tools to achieve a business objective. For example, to persuade prospective customers to buy a product, you might get a brochure printed. This would require both the power of electricity and a printing press. Alternatively, you could build a website, send an email or create a Facebook page. Digital is just another tool in your arsenal."

Author: Karen Bonsignore (MSLOC Alumna) Date: NA Shared by: Sandy Schwan, MSLOC Alumna magine how employee engagement might be increased if the performance feedback was for the purpose of positively influencing behavior change, or helping an employee grow in their job, and inspiring creativity and inspiration in a workforce. Yet no performance system is perfectly objective: no matter how hard we may try to be objective, our (even our reviewers') feelings, opinions, judgment are still subjective and will always interfere with the system! So how do we use a flawed system to our advantage?

Author: Peggy Troyer (MSLOC Alum) Date: NA Shared by: Sandy Schwan (MSLOC Alum), on Evolvong Strategies blog Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?