Difference between revisions of "Change"
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(All change in organizations is belief change. So, create {{p|belief statements}}.) |
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*All change in organizations is belief change. So, create {{p|belief statements}}. | |||
*PDCA has been around for decades and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle | *PDCA has been around for decades and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle | ||
*Each organization is unique and a custom approach to change is absolutely necessary | *Each organization is unique and a custom approach to change is absolutely necessary | ||
Revision as of 16:31, 22 December 2013
- All change in organizations is belief change. So, create belief statements.
- PDCA has been around for decades and pretty much any feedback loop tool/method whether it be Toyota Katas, Agile Retrospectives and even Lean Startup are re-inventions of that cycle
- Each organization is unique and a custom approach to change is absolutely necessary
- change is really hard and unpredictable
- involve the people who are being asked to change in the change itself
- ADKAR method.
Organizations that take a mechanistic approach to managing work and people would likely go the route of a re-org because the hierarchy and structure is how work gets done. Organizations that take an organic approach to organizational design will watch how the structure emerges and that's a scary concept for many people. Spotify and Valve are great examples of that.
Sources
- Kotter
- Drucker
- Senge
- Peter Lencioni (5 Dysfunctions of a Team, Getting Naked)
- Heath brothers (Made to Stick and Switch)
- Virginia Satir
- Myers Briggs (and other Jung-based models like Discovery Insights)
- "Images of Organization" by Gareth Morgan (circa 1984) tremendously valuable as far as understanding organizational design patterns and structures