change

Change: Knowing When, Knowing How

Workshop Kurt Lewin said, “There is nothing so practical as a good theory.” A gift from pioneering family therapist Virginia Satir is a good theory about how people process change. The Satir Change Model describes the: five major stages of a change; transition between stages; effects each stage has on feelings, thinking, performance, and physiology; […]

Read the full article →

Selling Your Ideas to Management

DAVID: Ruth, I think we should buy the ABC software to track trouble tickets and issues. RUTH: There is no budget for that. DAVID: But it takes me days to put together the information you want about the state of the product. And without an automated collection mechanism, I think many problems aren’t being reported. […]

Read the full article →

Gandhi and Change Agents

Mahatma Gandhi epitomizes the effective change agent. In my opinion, he was not only the Twentieth Century’s greatest change agent but also its greatest leader. Are you looking for change agents in your organization? Let’s explore desirable qualities for change agents exemplified by Gandhi. He believed in the Hindu religion, which, from what I understand, […]

Read the full article →

Segment Your Audience

Tips for managers who speak to large audiences about change. 1. Know your audience The members of your audience aren’t like you. They don’t think like you. They don’t act like you. They are a mix of people who have different roles. They like to know that you are aware of them and their role […]

Read the full article →

We Know Best

“We know better than they do about what’s needed.” Whenever you hear an influential member of your team utter those words, fasten your safety belt. The team is nearing the Twilight Zone. The person saying, “We know better than they do about what’s needed,” is referring to the customer. When decision-makers say “We don’t have […]

Read the full article →

Saying No

One week before the application you have been working on is to be delivered, your client asks you to make a small change to a drop down menu. He knows there isn’t time to process the change through change management so he asks you to bypass it. You try to reason with him that a […]

Read the full article →

Short-Circuit Chaos?

Managers who like to be in control have a predictable reaction to their organization grappling with a change which creates chaos — they want it to stop. When? Now, right now. What happens if management decides to short-circuit chaos with a magical solution? What happens if management accepts chaos as a necessary but uncomfortable period […]

Read the full article →

Waiting For People Who Arrive Late

What does it say about the participants of a weekly meeting when the meeting consistently starts 5-10 minutes behind schedule? Answer, the participants are cooperating with each other to start late. Starting late is the status quo. Let’s explore: Are you cooperating with the participants of your meetings to start late? How do you feel […]

Read the full article →

Make Results Predictable

Your organization is in chaos. You want to create pockets of stability. What do you do? Make the results of meetings predictable. Winfrey is the manager of a geographically dispersed software development team at the XYZ Corp. Ellsworth, her manager, assigns Winfrey the management responsibility of hosting a biweekly training conference call. The objective is […]

Read the full article →

The Satir Change Model

Every organization must deal with change. Virginia Satir, a pioneering family therapist, created a change model to help families process change. Her model fits organizations equally well. This article explains Satir’s model and offers insights into how to more effectively manage the change process.

Read the full article →