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…
I’m a fan of the Cynefin Framework . I apply the Cynefin in my professional practice. I often share about the Cynefin with OCM practitioners as a very useful tool to add to their knowledge and tool sets. I often have to explain the pronunciation of the Welsh word: It’s like ku-nev-in; and not like…
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?
Ok, this is a pretty big update. It’s been a HUGE couple of months and it’s hard to believe that we only launched the Hub in May! So much has happened!! Here’s the links to jump through if you’re want to skip bits 🙂 I get it, it’s a big update! Volunteer update What’s in…
The ‘pandemic of 2020’ has disrupted our personal and work lives. For some, this disruption has been to be cut adrift, to be untethered, from an organisation or employment.
So much daily structure, personal identity, and validation comes from having a job. To be adrift is functionally unsettling: routines are lost; skills are not used; and activities remain undone. It’s emotionally destabilising: there’s a shame element to say “I’m unemployed”, is if my value ceased when nobody nor an organisational identity, is seeing and utilising the value I have to contribute. In being adrift, it’s also to lose touch with resources and opportunities to gain personal value and contribute value. You are lost in limbo.
Actually, that’s just one perspective.
Recently I took a temporary ‘gig’ as a bar-person – I was serving at the drinks table at Lena Ross’s second book launch. The book launch was an community experience in which many sub-experiences took place, such as getting a drink to fuel conversation and networking.
Wearing my Experience Design hat, I took a particular approach to my gig. I did this intentionally, to apply three of the Change Design Principles. Let me tell you about the what, the How and the why to make the application of the principles real and practical to you.
“Value” is a term popping up a lot in my conversations lately. Like many words in the English language, it gets defined and used in diverse ways – which is a source of frustration in those conversations but also a catalyst to have a conversation that is richer in meaning.
So why is the notion of Value useful in thinking about and making change?
If you lifted up the proverbial petticoats of the Organisational Change Management (OCM) discipline – what is underneath? What private personal parts are intrinsic to the words you say and the actions you take as you do your work?
Are you a TITO manager or a TITO leader?
The focus of a TITO manager is Time In The Office.
The focus of a TITO leader is Trust In The Outcomes.
Basically you have two choices in the face of volatile, uncertain, complex and ambiguous change that is also constant.
Lie down and take it or step up and make it. There is a lot written about digital transformation. I actually don’t think that is the issue. We have been transforming through technology for a long time.