November 19, 2009
I hope this blog provides all its readers with a vehicle for sharing not only ideas but tools and techniques as well. At Conner Partners, we use an assessment tool to help us evaluate the overall challenge an organization is likely to encounter when implementing a particular initiative. It focuses on the three dimensions I have been writing about:
December 18, 2009
So here we are with all this knowledge (see my three previous posts) about what sponsorship is, its crucial role in realizing change objectives, and how it can be effectively applied and yet we find ourselves sometimes not utilizing what we know.
How is it possible that seasoned practitioners, well versed in the theory of sponsorship and its practical application, are reluctant to leverage this information?
Here are some examples of situations when sponsors (or agents and advocates) need to be confronted by us as change practitioners:
January 29, 2010
Selecting the appropriate people to function as change agents on a major project is critical to realizing the full benefits of the initiative. At Conner Partners, we use the Change Agent Selection Form to help sponsors and potential agents do four things:
* Choose the most qualified change agents to work on a specific change
* Help the candidates understand the sponsors’ rationale for selecting or nominating them
* Provide a framework for the continued development of the prospective or selected agent(s)
* Facilitate discussion between the agent and sponsor, and clarify expectations for the agent’s performance during a specific change project
March 23, 2010
In the two previous postings (What Kind of Change Agent Are You? and Set Expectations and Build Relationships With Sponsors), I suggested two factors that can keep us from the level of influence we want with sponsors—rapport breakdown (partner vs. vendor implications) and poorly established expectations around what we and our sponsors look for from each other.
I’m sure we all have our preferred ways of addressing these issues when we’re involved in
June 16, 2010
In my last post, I shared three of the lenses I use to observe the patterns (mindset and behaviors) that I pay attention to:
* The importance placed on matching change challenges with the appropriate commitment
* The importance placed on the intent of the change
* The importance placed on sponsors
Now, I’ll continue with the last two lenses:
November 29, 2010
When implementing organizational change, the zone where regulation and unruliness intersect offers the greatest possibility for people and organizations to adapt. In this post, I describe the process of “structured flexibility,” which is a framework for exploiting this area. The post contains a downloadable flowchart of this process.
February 22, 2011
Last week I started a series on building commitment for major organizational change. This week, I talk in depth about the eight stages of commitment. Understanding these steps and the sequence for building commitment gives change practitioners a powerful advantage when building momentum and critical mass for the change.