ADKAR: A Model for Change in Business, Government and our Community
The second model is based on what Nelson Repenning termed a capability trap , which describes how organizations fail to implement capabilities that have proved to create a positive effect.2 One of the main reasons behind this failure is a delay in the feedback loop between investing in a capability (such as perspective taking) and recognizing the r... See more
Per Hugander • Take a Skills-Based Approach to Culture Change
Expect that your team will find ways to avoid focusing on the adaptive challenge in doing their diagnosis as well as in taking action. Resistance to your intervention will have less to do with the merits of your idea and mostly to do with the fears of loss your idea generates.
Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World
The pattern here is to craft a why for change, that people will buy and that is unique to your organization. And then repeat that why. Communicate this why three more times than you think you need to and you’re a third of the way done. A tip here is that when training for any way of working, whether that training is run internally or externally, ha
... See moreJonathan Smart • Sooner Safer Happier: Antipatterns and Patterns for Business Agility
we identified several specific ways such balancing processes can thwart otherwise promising change initiatives: control-oriented managers who are threatened by new levels of openness and candor; delays in metrics that show costs of changes but take time to show benefits; polarization and competition between converts to a new way of doing things and
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