August 6, 2013
A few months ago, I shifted the main focus of my writing on this blog from “what we do” to how we come forward as human beings when practicing our craft—who we are.
I marked this change in emphasis with the release of two core series—Character and Presence and Cultivating Your Character—that I consider the center of gravity for the who we are perspective. I then asked several practitioners whom I respect to write guest posts about how they relate to these two series.
I have compiled the two series, the reflections of two master change practitioners, and my answers to questions on character and presence into a document that I am now making available as a free download.
May 24, 2012
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?”
November 29, 2011
In this series, I’ve been discussing the use of ethical ploys by practitioners to add value where it is needed, but not solicited. (An ethical ploy is a “noble ruse” that guides someone toward seeing a point of view he or she might not have otherwise been open to.)
In this post, I present two examples of ethical ploys that highlight the concept of enticing people, in an honorable way, to see more than they asked for or expected from a situation. As you will see, the results of either can have benefits far beyond the realization of the change goals.
December 14, 2010
“Future shock” happens when people can no longer adapt to change without beginning to slip on quality, productivity, and safety standards.
If they calibrate it appropriately, leaders of nimble organizations can intentionally use future shock to help foster the organizational agility they prize so highly. But how can something dysfunctional by nature be such an asset?
November 17, 2010
In this final posting of the capacity and demand series, we’ll look at the mechanics of the actual capacity management process and explore how it can be used to balance the demands of change with the capacity that remains.
May 11, 2010
The first step toward recovery for any of us who might have fallen into the “pit of arrogance” is to acknowledge the problem.
One of the reasons AA is so successful is that its members know first-hand the challenges of alcoholism. They also know all the ways people can kid themselves into thinking their problem is under control when it’s not. No one can be as supportive or as brutally honest with an alcoholic as another alcoholic can.
It is from this perspective that I am both empathetic and confrontive toward methodology bigots. I am one. (Yes, you read correctly. I used the present tense).
As with many deep-seated dysfunctions, healing from this destructive mindset is not a destination, it is