Just came across this interesting 5:00 minute video from the BS (Behavioral Science) Guys on how to interact with people about “changing” when they are reluctant to change. The key is to recognize it is mostly likely not an “information issue” (we all know we should exercise more and eat better — duhhh..!) but about influencing through non-threatening questions…
I just came across this gem of a thinking model for “organizational design” challenges and opportunities; this exhibit is straight out of a recent Strategy+Business article you can find here. I think this is a great way to think through things — in business we most often tend to spend the bulk of our time on the “formal” model with structures, key performance indicators, compensation plans, and the like; we often don’t give nearly enough MAU’s (management attention units — a great term I picked up from a client some years back!) on the “informal” side, and yet that seems to be the real enabler of true high performance for organizations.
In “engineering speak” I would suggest that getting the formal side “approximately right” is necessary, but not sufficient. The “turbo-charging” comes through tackling the informal side and getting it to mesh with the business strategy and the formal design. Definitely not a trivial task….
There is so much attention being paid today on how to embrace change. But management expert Gary Hamel, the bestselling author of What Matters Now, says that leaders need to understand that change itself has changed. Grasping the evolution of change will prepare leaders to anticipate shifts and the unstoppable innovations that drive them. Continue reading “Gary Hamel: “Change itself has changed””