Change Agent News
Monday July 4 2005, 08:00 AM – 12.00PM
The Business Centre, Level 2, 470 Church Street, North Parramatta
Department of State and Regional Development
Contact Ms Anne Malsbury | Telephone: 8843 1114 | Fax: 9890 9552
§ the essential skills for practising and aspiring "Change Agents";
§ how people learn and change by "doing it" rather than by "thinking about it";
§ why the "truth" is so important to successful change and how to get there;
§ effective change tools and processes to use immediately in your work or practice.
This workshop is FREE
2. Launching the ‘Change
Development for ‘Change Agents’
July – Sept 2005
Change Facilitation & Leadership
§ Change Facilitation 101 Dynamic Meetings
§ Change Facilitation 102 Dynamic Strategy
§ Change Facilitation 103 - Open Space Technology
§ Change Leadership 101 Leadership in Action
Contact: Greg Jenkins P: 02 9874 0418 M: 0418 486 501 firstname.lastname@example.org
Harvard Business Review May 2005
Change Management, say the authors, is more about bridging the gap between “what is happening and what is possible”. Traditionally, this involves digging out the source of the problem, hiring experts and assigning the change challenge to a strong leader.
But there is a better way. Search out the “positive deviants” in your organisation and copy their example. These insiders are already practicing the answers to corporate problems. The “positive deviant” model is about channelling their creative solutions into standard organisational practice.
Six steps are recommended.
1. “make the group the guru” (promote bottom-up team leadership).
2. “reframe through facts” (use hard data to challenge orthodoxy).
3. “make it safe to learn”.
4. “make the problem concrete”.
5. “leverage social proof” (seeing is believing).
6. “confound the immune defence response” (allow the natural popularity of positive deviance to defeat cynicism).
A challenge for positive deviance is persuading leaders to become followers. Such role reversal is unpalatable to many traditional leaders who as a result victimize positive deviants. No wonder they are shy.
Abstract by Professor Malcolm Rimmer, head of La Trobe University’s School of Business and published in BOSS Magazine May 2005.
Article in Harvard Business Review by Richard Tanner Pascale and Jerry Sternin
Order a print of this article R0505D from Harvard Business Review OnPoint www.hbr.org
Action Learning Research (ALARPM) http://www.alarpm.org.au/
AFN Annual Conference Perth WA November 2005: http://www.facilitatorconf2005.org/
Appreciative Inquiry Commons http://appreciativeinquiry.cwru.edu/
Australasian Facilitators Network email list (AFN-L): http://lists.scu.edu.au/mailman/listinfo/afn-l
Change Management Toolbook www.change-management-toolbook.com
International Coach Federation (ICF) Sydney Chapter email@example.com
Intl Society for Performance Improvement (ISPI) Syd Chapter http://www.ispisydney.org.au/
Open Space Technology www.openspaceworld.org
Small Business NSW (DSRD) www.smallbusiness.nsw.gov.au
Society for Organisational Learning Australia (SOLA) http://www.solaustralia.org/
Sydney Facilitators Network Email firstname.lastname@example.org