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You don’t often have to go through the process of mobilising a change project from first principles.
Most assignments start after the strategic goals, management alignment and funding have been secured. Even in this situation it is useful to have a check list to make sure that the frameowrk for success is in place.
I recently rediscovered John Kotter’s “Leading Change” after running workshops on scaling agile and a work colleagues sharing how projects can only deliver change when the appetite and capability for change is in place.
Visual Paradigm
For the time challenged, a quick summary can be found here:
Change is inevitable for survival (cf Darwin). But change can often be difficult, painful and slow.
This is often due to the interconnectedness of things (change one thing in a system, and it impacts others things). Thus change usually means changing everything (that’s why everyone needs to be involved) and it’s more than likely that you will never get complete or perfect change.
Change requires constant and never ending ‘pushing’ and support to ensure it stays (else the system will rapidly default back to the old patterns of behaviour).
Summarised by Paul Arnold – Facilitator and Trainer – paul_arnold@me.com