Get the Little Things Right

You must be good at the little things to be an effective consultant or change agent. Any good cook knows that. And you have to take the time. Scratch made puff pastry is a wondrous thing, not a...   [more >]

Getting Everyone Aligned to the Right Ends

Last post I wrote about the common disconnect between individual jobs and organizational goals:  The Trap of False Ends  http://www.currycorp.net/blog.html?id=188  Making th...   [more >]

The Trap of False Ends

The first few weeks of a new consultation are tense. Information dumps are common: verbal, electronic and paper, sometimes redundant, sometimes contradictory, sometimes with telling gaps or...   [more >]

Forget About the Low-Hanging Fruit

A reliable cliché in organizational change is the advice to "go after the low hanging fruit". This suggestion indicates seriously deficient knowledge about both horticultural and...   [more >]

Be careful about what you know for sure

One of the principle reasons to hire a consultant is to hear what you don't want to hear. Good consultants never accept at face value any opinion regardless of how forcefully stated or passiona...   [more >]

The Persistence of Bad Habits

Organizations have habits as do boards and leadership groups. Like individuals, some of these habits are good (timely financial audits); some are bad (no performance evaluation for the boa...   [more >]

Stop the bump, bump, bump

"Here is Edward Bear coming downstairs now, bump, bump, bump on the back of his head behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels tha...   [more >]

Supporting Internally Initiated Change

Tony Hsieh, the 32 year old CEO of Zappos, has abolished all organizational hierarchy. No bosses, no supervisors, no top down edicts. Each employee is expected to innovate within their own work ...   [more >]

What About Managers as Change Agents?

     Another source of energy to power public sector reform could come from sector managers. Managers have a privileged view of system operations and considerable insider information. Being ...   [more >]

Successful Change Requires Specific KSAs

  Most leaders and managers got to where they are on technical merit and a record of dependably getting the job done. Most do not have training or experience in management at all, even more r...   [more >]

Why is Reform Resisted? some barriers to change

  A powerful barrier to change is the thought biases that allow participants to miss the obvious as they go about their daily work. Many practices and processes have resulted from happens...   [more >]

Driving Reform with Fiscal Reality Checks: the case in health care

  Funding models differ across the world, but health care is expensive everywhere. Canadians have a universal taxpayer funded health insurance sector which spends over $200.5 billion a year, ...   [more >]

The Hidden Costs of the 'in' Brand

    In addition to the foregone costs involved in the decision to go with the "in" brand and pay the luxury premium required, there are other downsides to consider. Current "in" brands ...   [more >]

How Much is that Doggie in the Window?

    There is definitely gold being made by the current "in" brands for health care change management. Last year the registered non-profit IHI (the Institute for Healthcare Improv...   [more >]

Is CBE a 'bubble'?

  Competency-based education (CBE) looks like a "bubble" and bubbles always burst. Pundits are regularly warning us about "bubbles" in the stock market and rea...   [more >]

Lean into Change #9: it doesn’t depend on you alone

Take care of yourself through the change implementation stages. If you think that a change or innovation really does depend on you for success, then it is either the wrong change for the environmen...   [more >]

Lean into Change #8: keep a dashboard of progress

Find some transparent method to keep track and share the details of your planned innovation or change. One method is to collaboratively develop a written charter that records who has committed to do ...   [more >]

Lean into Change #7: broaden the change involvement

Once a particular change or suite of changes (they rarely are singular) is identified, go back to your analysis of who is affected. That whole community needs to be invited to participate and contrib...   [more >]

Lean into Change #6: lead the change

Inertia is powerful; organization inertia is deadweight. Have another look at all those excuses and self-lies enumerated #3 in this series. Are you saying any of those? Even to yourself? Someone has...   [more >]

Lean into Change #5: broaden your understanding

  Make an effort to understand all the pressures and expectations in your workplace. What does your boss want? The boss's boss? And so on all the way up to those empowered to speak for what...   [more >]

Lean into Change #4: start with where you are

Bring some extra consciousness to work for the next couple of weeks. Notice gaps, glitches, slowdowns, overlaps, dead-ends and straight out time wasters in your workflow. Why are these happening? Wha...   [more >]

Lean into Change #3: self lies are the worst

"Change is for someone else, somewhere else". "Change is not my job". "I don't get paid to make changes". "I don't have time for this". "What we do works just fine". "The bosses will never sup...   [more >]

Lean into Change #2: it is not a zero-sum game

If you see change as a zero-sum game, then everyone loses; you in particular. With that perspective you have willingly put blinkers on your mind and creativity. Some leading professions such as medi...   [more >]

Lean into Change

Faced with change pressures many choose to lean back into active or passive resistance. Active resistance is seen in unions grieving job content adjustments and professionals opposing quality metrics...   [more >]

Recent Posts

Specificity Click-bait
June 15, 2017

    3 Things Great Leaders Never Do. 5 Keys to Organizational Change. 7 Days to C-Suite Nirvana. Does anyone really believe this clickbait? This meme of false s...

FITBIT Your Strategy
June 8, 2017

We are going to assume that you do HAVE a strategy that is guiding decisions towards some well-defined goals. You aren't just reacting from one crisis to the next, right? OK then,...

Get the Little Things Right
April 19, 2017

You must be good at the little things to be an effective consultant or change agent. Any good cook knows that. And you have to take the time. Scratch made puff pastry is a wondrous thing, not a...

Align Behavior with Goals
April 4, 2017

The last two posts took up the problems of getting all organizational work aligned to real goals for that organization.  The point of this effort, and it does take focused effort, is ...

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