Difference between revisions of "Change"

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(Quotes += Jack Welch » If change is happening on the outside faster than on the inside the end is in sight.)
(+= {{quote|Failure isn’t fatal, but failure to change might be.|John Wooden}})
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{{quote|If change is happening on the outside faster than on the inside the end is in sight.|Jack Welch}}
{{quote|If change is happening on the outside faster than on the inside the end is in sight.|Jack Welch}}
{{quote|Failure isn’t fatal, but failure to change might be.|John Wooden}}
{{quote|The only way to make sense out of change is to plunge into it, move with it, and join the dance.|Alan Watts}}
{{quote|The only way to make sense out of change is to plunge into it, move with it, and join the dance.|Alan Watts}}
{{quote|Everyone thinks of changing the world, but no one thinks of changing himself.|Leo Tolstoy}}
{{quote|Everyone thinks of changing the world, but no one thinks of changing himself.|Leo Tolstoy}}

Revision as of 15:05, 2 August 2014

If change is happening on the outside faster than on the inside the end is in sight.
—Jack Welch
Failure isn’t fatal, but failure to change might be.
—John Wooden
The only way to make sense out of change is to plunge into it, move with it, and join the dance.
—Alan Watts
Everyone thinks of changing the world, but no one thinks of changing himself.
—Leo Tolstoy
The trees that are slow to grow bear the best fruit.
—Molière
Perfection is attained by slow degrees; it requires the hand of time.
—Voltaire
  • 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.

How do we make long-term changes? How can you stick to writing or meditating or exercising for months on end, for years, to see the amazing results you’d really like to see?

  • Focus on the step in front of you. Give up on the results.
  • Be curious about what it’s really like when you try it. Give up on the fantasy.
  • Be motivated by compassion for yourself and helping others. Don’t be motivated by achieving the ideal.
  • Savor the slow change. Don’t be caught up in quick results.
  • Find happiness in the learning. Forget about the happiness of the outcome.
  • Learn about yourself is the entire point. Don’t worry about perfect execution.

And you will learn about yourself. You will have slow change. You will help yourself and others through this change. You will find out what it’s really like when you put in the effort. You will find happiness in each step, in the learning you experience along the way.


Pearls for Change

ChangeGoal:Therefore:
Flow of changeknow where you are and what to do next
Microresolution
Pearl languageevolve the whole and solve complex problems and achieve complex goals using plain English

Sources

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