THE 12 EMOTIONAL STATES OF CHANGE
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#HR #RRHH Making love and making personal #branding #leadership
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Leadership, HR, Human Resources, Recursos Humanos, aptitudes and personal branding.May be you can find in there some spanish links.
Curated by
Ricard Lloria
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Scoop.it!
A systematic Change Management scenario is based on ‘logic’ which is a key component of the critical thinking process generally. Wit
Scoop.it!
Human history is littered with examples of how rebuilding is so much swifter and more complete if whatever preceded it was wiped out. Of course, that has typically come after something very bad has happened. Many people embark on their entrepreneurial career after something as major yet of course on a far smaller scale. It is just so much easier for most of us to build or learn something altogether new than it is to rebuild by replacing the bricks of our castle one at a time or to have to relearn something we feel we already know most of. Serial rebuilders and serial learners are probably spared from this, but for most of us, having our ways that we do things can be counter-productive when changes are required, as so many changes are incompatible with the processes we have set up or the ideas that have become ingrained in us. The importance of not being hung up on old methodologies when learning new or updated technologies really can’t be stressed enough. The least satisfying of all reasons I hear for people doing things in inefficient ways are the variations on a theme of “this is the way we do things”. But those old methods may simply not work anymore! Comparing many large companies to some of the more vibrant and innovative newcomers of the last several years, it can come of little surprise, particularly to people who have at any time worked in Corporate America or their country’s equivalent, that the bulk of innovation comes from the stealthy newcomers that are not bound by restrictions of their own making. Via janlgordon
janlgordon's curator insight,
December 9, 2013 1:54 PM
This post was written by Andy Capaloff for Curatti about a very important topic, navigating change through the age of disruption. Here are a few highlights: The infusion of new ideas and the understanding of whether necessary change can be accomplished in a timely and effective manner from within and when to seek that freshness externally, are vital to the continued success of any company. The importance of the ability to accept that something you do, whether a large or small aspect of your processes, has become a hindrance to your future growth and must be replaced, cannot be minimised. Selected by Jan Gordon for Curatti covering Exploring Change Through Ongoing Discussions Read more here: [http://bit.ly/199OAQa] |
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This article sets out the pivotal role of a director in making sure that strategic and cultural change happens in their organisation, with practical steps.
Scoop.it!
Elasticity is a safe behaviour: it gives the appearance of being engaged without having to actually engage. It’s the space for ambiguity that allows us to see which way the wind is truly blowing. Constrained organisations will exhibit elasticity at every level: not because people are disengaged, but because they are not fully engaged. They are in a middle space where they are engaged, but not owning. Present, but not invested. Via David Hain
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Muutoksen hallinnassa keskitytään usein järjestelmiin, organisaatioon ja lopputuloksiin, mutta unohdetaan muutoksen keskellä oleva ihminen. Antamalla yksilölle oikeat työkalut, parannetaan yksilön, tiimin ja organisaation resilienssiä. Tässä artikkelissa annetaan näitä työkaluja. Lisäksi artikkelissa kuvataan Fisherin 12 vaiheen muutosmkäyrä, jonka vaiheet yksilö käy läpi kun kohtaa merkittäviä muutoksia.