More good things happen;fewer bad things happen.
Change &Implementation
“It is not the pace of change that is the culprit, it is the piecemealness and fragmentation that wears us down.”
(Fullan, 2003)
Coherence Making
Creating Knowledge
Culture of Change
Sharing Knowledge
Leadership Style
Teams & Groups
Chaos
CultureStructure
In many organizations, the problem is not the absence of innovations but the presence of too many disconnected, episodic, piecemeal projects with superficial implementation.
Change is Complex and Chaotic
VisionSkillsIncentivesResourcesAction Plans Results
Confusion Anxiety Resistance Frustration Treadmill Inertia
Features of Coherence Making• Lateral Accountability• Shared Commitment• Sorting
Feature of Coherence Making• Lateral AccountabilityAn interactive, collaborative system
Feature of Coherence Making
• Shared CommitmentA common understanding of the responsibility
to selected ideas and paths of action
Feature of Coherence Making
• SortingA process embedded in knowledge creation
and sharing.
• What words come to mind when you think about “living on the edge of chaos”?
• What leadership characteristics do you have to create conditions for coherence making?
• What leadership characteristics might you need to develop to create coherence making?
LEADERS
• Leaders embrace change because without change no real progress is made.
• Leaders know that our organizations are living organizations with characteristics that promote change and progress.
Change is Complex and Chaotic
VisionSkillsIncentivesResourcesAction Plans Results
Confusion Anxiety Resistance Frustration Treadmill Inertia
What happens when all aspects of change are not considered?
Vision+Skills+Incentives+Resources+Action Plans+Results=Change
Skills+Incentives+Resources+Action Plans+Results=????
Change is Complex and Chaotic