change management

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Mirrors with memory

Aristotle said: “The greatest thing by far is to have mastered the metaphor.” And the Spanish philosopher and writer Jose Ortega y Gasset added, “The metaphor is probably the most fertile power possessed by man.” Metaphors are bridges connecting the new and the familiar.  They help a skeptical audience embrace and value a new idea or concept.  Why is that important?  This past week we've been in several meetings where we discussed the use of narrative in change management.  In essence [...]

Narrative at 29th OD World Congress

We've been accepted to present, alongside some sharp thinkers, our approach to Narrative Change Management at the 29th Organisational DevelopmentWorld Congress. The Congress will take place on 20th and 21st July 2009 in Pretoria (info here). In our presentation, we'll profile how a narrative approach to change management can be applied within change programmes to improve engagement, resilience and awareness. In particular, we'll be looking at a case study of how we developed a Change Story for the Turnaround Strategy within theDepartment of Home Affairs. Hope to see you there.

Xerox: stories important in change

The turnaround of Xerox is an important case study in today's global economic situation. Here's a Fast Company article that outlines how important stories are in this context. The article also shows how litte "s" stories becomes Big "S" stories: Storytelling is hugely important. At our town meetings, the most frequently asked question wasn't whether we'd survive, but what we would look like when we did. I got great advice: Write a story. We wrote a Wall Street Journal article, because they [...]

Dynamic Culture Audits

Here's my argument: we need to move from methods of measuring organisation culture that are static, towards methods that allow for dynamic assessment. This argument comes out of experiences where static approaches have failed to provide relevant information during the life-cycle of a change management project. When embarking on an organisatinal intervention project, one can normally anticipate the inclusion of a "discovery" phase as the first of the project. This is where an "as-is" assessment/audit of ­the context in which [...]

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