During coaching, certain preconceived notions emerge around the issues that keep people from becoming all they can be. An idea that usually comes up early in the coaching process is the long-held belief that work is something you do to earn money while doing what you are good at and what you enjoy is reservedRead… Read more »
The following was part of a dialogue with a colleague regarding leadership influence in an organization, problem-solving, and my thoughts on my approach to leadership from 2007. The response uses several concepts from books we were discussing regarding strategy, change, and leadership to highlight one approach to leading change and facilitating innovation. The references areRead… Read more »
Another interesting development here in Australia. OK. There is a lot of conversation about the need for cultural change in the public sector to get the most out of social media and make Gov 2.0 happen. Not to mention the need to make a big shift to get innovation and public sector reform moving. ForRead… Read more »
As I’ve said many times before, Government 2.0 isn’t about technology, but what that technology enables. When the TSA rolls out an initiative like the IdeaFactory, developing and implementing the technology is the easy part (disclosure: my company has supported the IdeaFactory project). When the GSA implements the Better Buy Project, getting UserVoice up andRead… Read more »
Been a while since I’ve blogged but it was quite fruitful absence. I spent the time catching up on the latest developments in management including a fascinating book on Process Intelligence. What I like about process intelligence is that it is blending of business process management and business analytics that aids in designing an optimumRead… Read more »
Republished from the original post at acidlabs. Please comment as well there if you can. Earlier this week, I attended the FutureGov Forum Australia. It was an interesting event, not least because the talking head component was kept to a reasonable minimum, with the model focussed on rotating tables with each new table hosting aRead… Read more »
Graetz and Smith’s (2010) article starts off well enough: “Traditional approaches to organizational change generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition’. The underlying assumption of this classical approach, ever popular among change consultants, is that organizational change involves aRead… Read more »
In a recent listserv conversation, someone asked a very reasonable question: What does the literature say about how change agents are received? This was in the context of knowledge management (KM), and the inquiry stemmed from an honest attempt to understand the hostility experienced from some in the workforce upon being introduced to KM initiatives.Read… Read more »
The idea that change can be initiated at every level of an organization is the cornerstone of our corporate and government philosophy. We agree and herald the idea that in our organization, noone’s voice is too small, no title is too low, no person is too insignificant, and that change and transformation can start anywhereRead… Read more »
I’ve launched a new wiki based on my dissertation research. The purpose of the research was to examine a possible link between mental models, change visions, and organizational alignment. As of 2006, there were over 1 million articles on organizational change and a multitude of change models in the literature. But, surprisingly, these change modelsRead… Read more »