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Change Management, Strategy, Leadership, ...

Mindshift

Strategic dialogue for breaktrough thinking [ pdf, 43kB ]

OpenSpace

This site is an open invitation to connect with the people and practices, insights and experiences that are Open Space. It was created in the spirit of the simple, powerful functionality that is Open Space Technology -- to provide easy access to Open Space organizations, practitioners and resources springing up all around the world.

Working in Open Space:.A Guided Tour

Welcome to Open Space...look around, please, and see who's here. Imagine that you're sitting in a circle of friends, colleagues and perhaps some strangers, too. It might be just a dozen of you for a one-day working conversation, but perhaps it's 120 or even as many as 1200 gathered for a 2 1/2-day strategic conference. If it's just a few, we might be in your office conference room or a small hotel meeting place. If it's a very large group, we're likely in a hotel ballroom, a high school gymnasium, or even a warehouse facility that your company has cleared out especially for the work of this conference.

Einführung in die Open Space "Technologie": [ pdf, 139kB ]

E!volve

A summary of important things you have to consider when implementing organisational Change. This is an internal link to a book by Rosabeth M. Kanter I've read and summarized.

Basic Context for Organizational Change

It seems like the topic of organizational change has reached evangelical proportions. There's an explosion of literature about the subject and an accompanying explosion in the number of consultants who offer services in this general area. The following information attempts to provide some basic perspective about the concept of organizational change.

Systems Thinking

Systems Thinking, Managing Chaos and Complexity, A platform for Designing Business Architecture

Process knowledge

... IT infrasctructure alone will not transform entrenched work practices, organisations must unlearn destructive habits as information haording, command and control thinking, and departmental competition that escalate costs and substract value from goods and services. To compete for markets, profits, and growth in the knowledge age, organisations must be commited to information sharing, flexible processes, continous improvement, and new work styles. Visonary companies will proactively foster collaboration, share knowledge, and organize around customer-centric processes. All organisations will eventually move in this direction, but risk losing competitive advantage if they delay too long.
By Conny Moore, Vice President, Giga Information Group: [ pdf, 104kB ]

Articles on Change Mangement

1. Dilemmas of Organizational Change: A Systems Psychodynamic Perspective, James Krantz
2. 7 Keys To A Change Deployment Process
   Why is there so much variation in levels of success amongst adopters of change programs? The answer lies in the fact that most methodologies offer steps that are necessary to achieve success; they are neither sufficient nor exhaustive. This article explores some of the potential issues that need to be addressed during a change process that can make the difference between a successful and a not-so-successful deployment. From Sambuddha Chakraborty and iSixSigma.
3. Building the Foundation for Successful Change
   After decades of initiatives being unleashed on unprepared organizations, good managers have learned that the correct foundation must built to allow successful change. Here are some critical aspects of building that foundation for change. From Trevor Durnford.
4. The Theory and Practice of Dialogue in Organizational Settings
   Open, frequent, and constructive communication has traditionally been thought of as one of the keys to long-term organizational success. With the global business environment becoming increasingly complex, organizations are having to become more creative and progressive in their practices to keep pace with, much less surpass, the competition. The need for organizations to communicate well continues to build in importance. The practice of dialogue, a "higher order" form of communication, is gaining increased acceptance as an organizational development process within companies that are striving to maximize the collective intelligence and capabilities of their people. While not designed for those looking for the "quick fix", over time dialogue can serve as a catalyst and a vehicle for creative problem identification and problem solving. In addition, when facilitated constructively, dialogue fosters and maintains the high levels of openness and trust that characterize healthy, evolving organizational cultures.

www.fastcompany.com

Launched in November 1995 by Alan Webber and Bill Taylor, two former Harvard Business Review editors, Fast Company magazine was founded on a single premise: A global revolution was changing business, and business was changing the world. Discarding the old rules of business, Fast Company set to chronicle how changing companies create and compete, to highlight new business practices, and to showcase the teams and individuals who are inventing the future and reinventing business.

Leadership Lessons

1. Project YOU
2. Natural Leader
   Most change programs inside of companies don't work because they address content (the knowledge, structure, and data in a company) or process (the activities and behaviors), but they never address the context in which both of those elements reside. The source of people's action isn't what they know but how they perceive the world around them. And that's a very different thing to work on than knowledge or information.

Articles by Topic

1. Organizational Change
2. Be a Change Agent