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There is a theory in quantum mechanics that it is possible the future influences the present (and possibly the past). I dug into it in a recent Discover Magazine article.
And did my best to understand the true meaning for quantum mechanics, but big picture mentality that I have…
I got to wondering how that might look for the change process.
It could mean there are multiple versions of result and effect. Basically versions of success and failure. Successful establishment of process and an adaptation of culture to speed change if the future has anything to do with it should be the hand that pulls in the present.
Or at least allowed to overstay their welcome.
Elephants are big, intimidating and comforting all at once. Elephants you want on your side to protect you.
Here is why they are allowed to stay in organizations-
- They are protection from change
- They are an affirmation of culture
- They separate silos
- They are humilities’ path
I find that the elephant is often called out by stakeholders. Those elephants in the room are usually obvious to all. What is interesting, and an important consideration in approaching change, is that they are often valued and protected. Because when they are, an avenue for avoiding change is reinforced. The elephant will make the change impossible… and we are not going to touch the elephant (a nice circular, insular and protective argument).
This is a preview of The elephant in the room- Sometimes an invited guest . Read the full post (318 words, 1 image, estimated 1:16 mins reading time)
As with any buzz term (employee engagement being high on the list of buzzes), group think and assumptions cloud a clear understanding of a motivated individual…
Bringing your dog to work might be cool and something to brag about with your friends and running with an impassioned leader may feel good, but having your work matter and understanding why is the ultimate motivator.
This is a preview of Employee Engagement- You can almost hear the buzzing . Read the full post (181 words, 1 image, estimated 43 secs reading time)
It occurred to me while working on a paper for an upcoming change management conference that silos will always exist in some way. There are times when that is a good thing.
Tight intact project teams
Virtual organizations tasked with specific deliverables
Boards of Directors (OK that one is good and bad)
Transactional functions
I am potentially using the picture on the left to illustrate a change entity in an organization. The straight spokes represent functions and the circular connections illustrate project, program, initiative, transformational effort (from the inside to the outside).
 – thinking that change can be "managed"
- reliance on tools, templates and method
- using inexperienced change agents
Middle of the organization change tends to draw clients and consultants into an exercise in creating "engagement".
If somebody likes to run they run. Good luck "engaging" someone who does not.
The core problem is that most organizations do not truly have OCM (Organizational Change Management) built into their corporate strategy. So "change engagement" tends to spend time addressing symptoms rather than root causes. "Un-engagement", lack of sponsorship and hit and miss buy-in are the cough, the sneeze and the runny nose.
This is a preview of 3 mistakes (client/consultant) of middle of the organization Change Management . Read the full post (218 words, 1 image, estimated 52 secs reading time)
Connecting the work of individuals to the strategy of the organization. Placing the strategy of the organization in context with the motivation and work of employees.
If, as a stakeholder, I know how my work fits in and how I can effectively contribute then change management has been successful. If that can be repeated for multiple initiatives, programs and projects then change management has been culturized.
Permanent link to this post (67 words, estimated 16 secs reading time)
A comment and a question I get at every cocktail party when my career is revealed-
That must be fascinating! (it is!)
Do you feel helpless most of the time? (yes but not for long)
My role is at times like the backup quarter back (when there is little chance for needed structural adjustment) and other times like a coach. A coach must stand on the sidelines and hope planning and description translates into strategy and action. They lead but they are not the true leader, the quarterback is. They must survey the big picture while others focus in on task. They work less as a team member than as a giant set of arms holding it all together.
Put together (to continue the last two posts) the change management process and communications lay out a path to turn idea into work then into result/change/solution. With an understanding of what happens to people, process and connection during that journey the leaders and practitioners can help to connect task to big picture and big picture to competency.
Permanent link to this post (59 words, 1 image, estimated 14 secs reading time)
These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
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