A few years ago I wrote a post about a missing piece of the Organisational Change Management (OCM) discourse: Mindset. Specifically, the need to state what was the essential desirable mindset that is fundamental to OCM practice. This is the OCM X Factor; X as in the very essence of its DNA (as in every…

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A collective imagination can be said to exist when a group of people share common and binding symbols, concepts, memory, and, of course, imagination – the ability to mentally sense or envision things. Collective imagination groups to imagine alternative futures or ways of doing things or to make sense of the world they live in.…

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I accepted a challenge to explain my job in OCM … to a young child. This challenge came from Ket Patel, an old OCM professional colleague (from another organisation and another country). He’s had a couple of tries at this and posted what he came up with on LinkedIn. See links below. Also joining in…

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This is Part 2 of a two-part series on leading yourself while ‘adrift’ from an organisation.

In Part 1, I broadly covered the potential for learning and growth when in a state of limbo, like what many are experiencing during the Pandemic of 2020.

The series continues …

Being in limbo or adrift, is to be amidst uncertainty and ambiguity.

Can you image what could be more uncertain and ambiguous than right now? And how do you prepare for that? Looking back, if you had known this was the situation you were going to arrive in – what preparation would you have made to ease the current situation?

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Where to start with training

Possibly the most common question I get asked is “what training or course do I need to do to get into change management”. And for a long time there has been stock standard answers that I’m not sure I’ve always agreed. In my heart of hearts I don’t think training programs turn you into a change manager or should give a newbie the keys to the proverbial Ferrari to rip up the transformation highway at full tilt. Here’s why.

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Agile change management has been a hot topic for a while now. There’s a lot of content around on why we need agile change management and we’re seeing more linear models circulating. Yet, we see less content on the activity that is carried out by agile change professionals. Now, as we are starting see job adverts asking for experience in agile change delivery, it’s time to take a closer look at what ‘agile change’ really means for the practitioner.

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They say a change is as good as holiday. Try telling that to a change fatigued workforce and you’ll see a very human reaction from the crowd. You can be as agile as you like but if you forget to be human too, you’re not going to have the outcome you thought you might.

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In my last post, I talked about how to define change resistance, what some of the key behaviours to look out for are and what change resistance is not. This post will outline why resistance happens and what you need to do to ensure it doesn’t happen or counter it.

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Most employees struggle with change, but leaders are in a position to significantly improve their team’s experience, foster resilience and subsequently enhance performance. Recent neuroscience research provides strategies that leaders can use to assist their employees to maintain optimal brain fitness in the midst of change.

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