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I ♡ Change Management

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INSPIRAS - Todo es posible. 43 Heroes Cotidianos, Pilar Jericó charla con Sergio Fernández y con Cubeiro de su último libro. 43 Heroes Cotidianos, Pilar Jericó charla con Sergio Fernández y con Cubeiro de su último libro. Pilar Jericó: "Aceptar que tienes miedo es un acto de heroicidad" Probablemente, ninguno de los que ahora mismo están interesándose por esta entrevista, y me incluyo, no somos conscientes del potencial que tenemos dentro hasta que la vida nos la oportunidad de enfrentarnos a determinadas situaciones límite, como cambios de vida, despidos o la pérdida de algún ser querido.

Pilar Jericó: "Aceptar que tienes miedo es un acto de heroicidad"

Y cuando eso ocurre, nos empapamos rápidamente de la emoción que se contagia con más facilidad: el miedo. Pilar Jericó nos invita con su libro Héroes Cotidianos a descubrir nuestra época personal y a replantearnos seriamente el modelo de héroe que impera en la sociedad actual. Quizás ha llegado el momento de dejar de lado la capa, la espada y las máscaras, y ser sinceros con nosotros mismos. Según la autora, el mejor camino para llegar hasta aquí, pasa por tener en cuenta dos palabras: aceptación y superación. Entrevista a Pilar Jericó en ETB (1 de 3).divx. An Evening with Robert Kegan and Immunity to Change. Expos.pdf.

Breaking down the definition of change management. The final clause, which is actually the first in the definition, is "the set of tools, processes, skills and principles".

Breaking down the definition of change management

Change management requires structure and intent. It is no longer enough to simply have a communication plan or a training plan. The people side of change plays too important of a role in meeting objectives to approach it in an ad hoc manner. HUCMI - Human Change Management Institute - HCMBOK. Las diez claves de la educación en Finlandia -aulaPlaneta. El sistema educativo finlandés está considerado uno de los mejores del mundo, especialmente por sus buenos resultados en los Informes Pisa, la evaluación que realiza la OCDE cada tres años.

¿A qué se debe? Te explicamos algunas características esenciales de la educación en el país nórdico que pueden contribuir a explicar su éxito y servirnos para reflexionar sobre nuestro propio sistema de enseñanza. 1. Los docentes son profesionales valorados. 12 libros que un líder debe leer - Agenda - Foro Económico Mundial. Change management: Harvard, you have a problem. Disaster recovery maturity model. The Vision Room The Pivot Point of Organizational Change - The Vision Room.

We know that the vast majority of organizational change initiatives fail.

The Vision Room The Pivot Point of Organizational Change - The Vision Room

Why? The general answer is our resistance to change. But what if it’s something else? In The Pivot Point, authors Victoria and James Grady ask, “What if this is not a ‘resistance’ problem for which the organization must engineer a solution, but a deeper ‘people’ problem that the organization must first learn to understand and respect?” Perhaps the problem is less about resistance to change and more about attachment to some thing. Change involves destruction and insecurity. The essence of the problem is not resisting change per se, but resisting the distress inherent in somehow losing the objects that we attach to or lean on in our work environment. If this is the case, then the challenge is to identify those attachments and the impact the proposed change will have on them, and design a solution around them—introducing changes will maintain healthy attachments.

Read more about The Pivot Point here. Individual Centering Change. In brief: By increasing the focus on the individuals impacted by a project or initiative, change management helps us to define change at the right level (the individual) and drive the adoption and usage necessary for project to deliver results and outcomes.

Individual Centering Change

During the 1990s organizations were swept up by "process centering" - rethinking their operations from the perspective of business processes instead of departments, functions or organizational hierarchy. As organizations have grown and evolved, and decision making and ownership has been pushed farther out in the organization, it is time for another shift. Change is the new norm, and no one expects the rate or amount of change to decrease in coming years. Rompiendo Paradigmas. El Nuevo Futuro del Trabajo. Organizar para la Complejidad, parte I+II. Como hacer que el trabaj... » Using Appreciative Visioning to Empower the Change Process. Home » Change Leadership The technique of appreciative inquiry (AI) can play an important role in the overall change management strategy.

» Using Appreciative Visioning to Empower the Change Process

AI challenges the status quo by working from a strength-based foundation. If you accept the following principles, AI may be a technique for change of interest to you: What you focus your energy on increasesEvery individual, team and organization has positive qualities to be discoveredPeople are receptive to being asked to share positive aspects of themselves through the process of telling storiesFocusing on the positive and working from strengths is more engaging to people than telling them they are a problem that needs to be fixedThrough telling our stories we can enhance the social systems we engage in daily and positively impact processes including communication, conflict resolution, decision-making, performance appraisals, and team interaction Recently, I interviewed Dr.

Linking it to his previous work in the area of action research, Dr. Organizational Change Toolkit - Change Accelerator. Change Management Course - Leading Change in Complex Organizations. Janice A.

Change Management Course - Leading Change in Complex Organizations

Klein currently teaches leadership in the Leaders for Manufacturing (LFM) and System and Design Management (SDM) Programs at MIT. Her recent research, summarized in True Change: How Outsiders on the Inside Get Things Done in Organizations (Jossey-Bass, 2004), explores knowledge transfer and the application of new ideas and concepts at the workplace.

In addition, she leads a multidisciplinary research team investigating virtual collaboration and the development and maintenance of high-performance, globally dispersed teams. Klein’s earlier research focused on aligning operations and human resource strategies in the areas of job design, team leadership, employee empowerment, and organizational change. Klein is a graduate of General Electric (GE) Company’s Manufacturing Management Program (MMP).