Daryl Conner

May 29, 2012

The DOs and DON’T’s of Dealing With Ongoing Turbulence

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In this series, I am talking about how to respond to a client who wants you to give him or her a straightforward, broad perspective of what an organization will have to do to fully realize the goals of a large change initiative. In my last post, I shared some suggestions for answering the question, “What is a realistic set of expectations I should have about embarking on this change?” In this post and the next, I’ll share my answer to a second question: “Can you give me some general DOs and DON’Ts that will likely apply to what we’re facing?” I also include a list of some of the issues I raise when executives ask how they can best withstand the pressures of ongoing change.

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May 24, 2012

“Let’s Cut to the Chase”

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In this series, I will talk about how to respond to a client who wants you to give him or her a straightforward, broad perspective of what an organization will have to do to fully realize the goals of a large change initiative. I will share my responses to two hypothetical questions: “What is a realistic set of expectations I should have about embarking on this change?” and “Can you give me some general DOs and DON’Ts that will likely apply to what we’re facing?”

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May 15, 2012

Validating Ourselves as Practitioners

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Recently, I was asked three separate questions by change practitioners (in three different settings) that I feel are linked. Those three questions, addressed in this post, are all tied to the same thing—practitioner confidence—which is a subject I suspect many of us can relate to.

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May 8, 2012

How to Use Commitment to Understand Resistance

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This is the last post in this series on resistance. I’ve discussed the inevitability of resistance in major change, and how lack of predictability and loss of control factor into the amount of resistance that manifests. In the last two posts, I described two of the three models I use to help clients understand and deal with resistance to change. In this post, I’ll describe a third, and offer a free download of a tool I use to help targets express their concern about particular change initiatives.

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May 1, 2012

Sometimes People HATE the Change

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In this series, I’m talking about resistance to change—a natural reaction to a disruption in expectations as well as feeling loss of control. In the last post, I began describing three models I use to explain to clients what happens when people resist change. In this post I will describe the sequence that develops when people react negatively to change from the beginning.

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