xiii) Other Constructive Actions

- forcing reality to the forefront, ie tell it like it is

- focusing on early wins, ie get something done fast

- appealing to a clear and compelling purpose, ie reach both their hearts and minds

- creating an infectious environment for courage, ie make it contagious

- expanding leadership capacity, ie take risks on people and approaches

. The art of effective change management is selecting the correct initiative, or combination of initiatives, that is most apt for the situation.

. Need to establish infrastructures, processes and practices that will help to prevent the organisation from continually trying to "reinvent the wheel"

. Remember: we are conditioned to see a mechanical world - a world of measures, plans and programs, a world of people "in control" and leaders who "drive" change. This blinds us to the critical features of the living world that are dynamic, non-linear and interdependent. They are dynamic because they arise from balancing processes that naturally "push back" against efforts to produce change. They are non-linear in the sense that you cannot extrapolate reliably from one experience to another, and sometimes very small changes can have a major impact. They are dependent on each other and cannot be looked at in isolation

. From looking at change from a living system's point of view, sometimes it is not the people "who are resisting"; rather it is a system functioning to maintain its internal balances. Just as growth in nature is achieved through self-reinforcing growth processes (homeostasis ‐ seeks to maintain a state of constancy in spite of the ever-changing landscape outside to which it responds), maintaining balances critical to survival is accomplished through balancing processes.

. It is important during organisational transitions to build on the past by conserving what is desirable, and not destroying the past merely because it is the past.

. Do not under-estimate your intuition, ie "gut feeling, professional judgment, gut instinct, inner voice and hunch", about issues and people.

. Some interesting thoughts from Dave Snowden (Catherine Fox, 2008e)

- understanding that language is linked to the size of the cortex and that language evolves from abstracts

- we are starting to move away from the tyranny of experts, as cognitive science has shown the more expert you become, the more the brain filters the data, ie puts data into established patterns. The brain stores hundreds of thousands of patterns which can be assembled and used quickly. We do not make new mental models but try to put data into patterns that are already established.

- experience of failure imprints faster than of success

- we never quite remember things the same way twice. Our perceptions are a co-evolutionary process and always evolving

- we know that consciousness is a function of the brain and has coherence. It is a way of understanding complexity, ie we should not try to control everything

- if you want to change things, you need to be able to see the world through other's eyes, ie other perspectives

. Remember: despite the odds being stacked against you

"...Never, never, never, never give up..."

Winston Churchill as quoted by Wayne Mansfield, 2006

. As the advantages of being in a group and following a leader are greater than being alone, you need to be careful that you do not get in the wrong group and/or have the wrong leader. As Nassim Taleb (2007) observed that generally we are more likely to follow the assertive idiot than an introspective wise person; psychopaths rally followers!!!!!!

. It is important to remember people's names as it makes them feel important. Fiona Smith, (2006f), has suggested some techniques to help to remember people's names:

- make an association with the name and/or look at some detail that interests you, ie distinguishing features and/or characteristics, such as colour of hair, clothes, posture, face, etc; somebody else has a similar name

- register the face ‐ take a mental snapshot, turn away, recall the face with the name next to it

- review periodically to make the memory long-term.


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