|Articles and Blogs
What's your Favourite Bias? (And is it Subverting your Planning Process?)
By Holly G. Green
As business leaders, we like to think of ourselves as thoughtful, rational creatures that carefully weigh all the evidence and then make logical, informed decisions.
If only it were that simple.
Far too often, our “rational” decision-making processes fall victim to our own preconceived notions about how the world should work, as well as a myriad of largely unconscious behavior patterns.
For years I’ve been talking about how our “thought bubbles” -- the attitudes, beliefs and assumptions through which we view the world -- negatively impact the planning process. But thought bubbles aren’t the only human trait to impact our leadership abilities. We also have a bundle of behavioral biases to deal with. Read more...
The Myth of Unprecedented Change
by Torsten Bernewitz
According to conventional wisdom the world is changing at an ever faster rate, organizations must adapt to this change in order to survive, and management’s prime responsibility is to avoid impending doom by making these changes happen.
Just about any book on management written since the seventies (and possibly before, I didn’t check) asserts this orthodoxy - usually somewhere near page one - providing convenient context and suitable concern to compel the reader to digest the rest of the oeuvre (which they presumably ignore at their peril). Read More...
By Ivan Overton
We often use the metaphor of stakeholders “being on board”. However, how communication is managed on large projects may not always lead to this outcome.
If you want all of your stakeholders to come on board, your train must depart from where the stakeholders are. This seems so obvious, yet it is one of the most common mistakes made in change projects. We all approach life from within our own perspective – each of us have a unique set of knowledge, assumptions, beliefs, values, habits, norms, personality traits, perceptions, fears, hopes, quirks, strengths and weaknesses. Perspectives can differ so greatly that it can be extremely difficult (or even sometimes virtually impossible) for us to understand the perspectives that others have. Read More...
Change Models (1) The 4D Cycle of Appreciative Inquiry
By Holger Nauheimer
With this article, I start a series about change models (which has originally been published on the Change Management Blog).
The 4-D Model is based on Appreciative Inquiry (AI) which is a larger framework for human or organizational change. Like AI itself, it is based on a shift in paradigms on human interaction. The core can be captured in the idea that we create the world as we describe it. If many people in an organization think that this is a torture chamber, they will feel physical pain when they enter the door of this organization. If the same people think this is a great place to work, it will be. Read More...
|New and Noteworthy
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