Difference between revisions of "Change"

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(You can't make tough decisions without answering tough questions. Avoiding tough questions chokes change.)
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*involve the people who are being asked to change in the change itself
*involve the people who are being asked to change in the change itself
*ADKAR method.
*ADKAR method.
You can't make tough decisions without answering tough questions. Avoiding tough questions chokes change.


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.
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.

Revision as of 07:22, 21 April 2014

  • One definition of change is doing something you never did before.
  • 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.

You can't make tough decisions without answering tough questions. Avoiding tough questions chokes change.

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.

80% of change programs fail. Fail means negative ROI.

Trying to improve the practices of the engineering department without paying attention to the rest of the organization is similar to trying to change an organ within a body without understanding the impact on the rest of the body.

Sources

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