Difference between revisions of "Change"

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(→‎Sources: Images of Organization)
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*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==
==Sources==
*Kotter
*Kotter

Revision as of 11:11, 11 May 2013

  • 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