Daryl Conner

June 28, 2011

Before Shift Happens

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The term paradigm shift has become part of our slang, its real meaning diluted by popular use. How are organizational paradigms developed, and how do they evolve over time? In this post, I address the components of building a successful paradigm.

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June 21, 2011

How Shift Happens

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These days, the term “paradigm shift” is often used to describe any big change initiative that needs to be hyped so that it can compete with all the other changes being implemented. It may be a huge disruption, but it’s not necessarily a paradigm shift. In this five-part series, I’ll look into the way a paradigm is built, how to recognize that it no longer works, and the elements of a successful paradigm shift.

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June 16, 2011

Do you work on changes that matter?

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In early May, I had the honor of delivering a keynote presentation to an audience of 700 attendees at the Inaugural Association of Change Management Professionals (ACMP) conference. I decided to depart from the standard “what we do/how we do it” talk in order to challenge the audience to think about why we do what we do, and consider the difference our work can make in our organizations, our communities, and our world. I call this work Changes That Matter. In this post, you can watch the presentation, listen to reactions of some of the attendees, and download a PDF of the excerpts.

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June 14, 2011

Identify and Manage Your Commitments

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Managing all our commitments well is fundamental to our professional success. Even so, this is one of the biggest challenges facing change agents working on major endeavors. Personal commitments have to be considered as well, if we are to maintain our well-being. In this post, I talk about ways to manage your individual commitments.

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June 7, 2011

Making Commitments—Do You Know Your Limits?

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Transformational change generates an exhilarating, fast-paced environment where key people seek, and are often asked to take on, many demanding tasks. The sum of these tasks can sometimes push everyone past their capacity to meet commitments. The result is failure to deliver what was agreed to. This often means realization does not materialize, which is unacceptable for business-imperative initiatives.

This is no less true for us as professional change facilitators than it is for sponsors, targets, or advocates. In fact, given that our role is often to serve at the epicenter of an initiative’s activity, we are particularly vulnerable to over-promising what we can deliver.

In this two-part series, I’ll talk about identifying and protecting your professional (and even personal) commitment boundaries.

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