Group items tagged

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.

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

This community is a venture of the Master's Program in Learning & Organizational Change at Northwestern University. We are scholar practitioners exploring topics at the intersection of learning and change - and how best to prepare workplace leaders and learners for the future.

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.

Author: Lex Sisney Date: April 17, 2014 Shared by: Andee Weinfurter, MSLOC student In a previous post I shared that every business has mass, which is a measure of its resistance to change. The challenge in getting an organization to change direction is the fact that its mass isn't neatly self-contained. Rather, it's scattered throughout its people, systems, structures, and processes - and the collective inertia causes resistance to change. In order to get the organization to execute on its strategy, you've got to get the mass contained and headed in one direction.

Description of the types of organizational change

Marilee Adams (2009)

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.)"

11/25/2013 by Tim Kuppler on TLNT - The Business of HR

Biography « Inquiry Institute Author of Change your questions, Change your life (recommendation by Debbie Plager)

Rick Maurer (2010) Required reading for 2013, Hudson Institute

This book by Lawrence G. Hrebiniak is recommended by BK Simerson, MSLOC 431 Leading with Strategic Thinking Instructor. It is not focused on learning and organizational change but is a very useful book.

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. "

Great 20 minute video on how simply changing posture changes brain chemistry--in particular how certain positions gives us power. Great for preparing for interviews, presentations, etc.

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."

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?

Karen Kimsey-House, Henry Kimsey-House, Phillip Sandahl, Laura Whitworth (2011) Required reading for 2013, MSLOC 454 (Coaching Fieldwork)