From the course: Management Tips
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Understanding change capacity
From the course: Management Tips
Understanding change capacity
- For years now, we have all believed that change is the only constant, and it's true. So true, that companies and teams all over the world have tried to embrace this reality by changing who they are and what they do as rapidly as possible. In some ways, this makes sense. In a few ways, it's actually a problem. The biggest problem concerns what I think of as change capacity. This refers to an organization's ability to adopt new ways of doing things within a given performance period. Put simply, we can only successfully adopt so many new change-related projects each year because our capacity is finite. Even under the best of circumstances, making a real change happen at work is very difficult. You have to know how to create a burning platform for change, to sell the change to everyone affected, to train and educate people for what's coming, to collaborate and include key people when making decisions, to correctly follow up to ensure adoption. That's a lot of work. Now, imagine trying…
Contents
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Becoming a change agent2m 59s
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Finding targets for innovation2m 45s
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Assessing your organization's change readiness2m 50s
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Embracing failure2m 33s
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Developing your creativity3m 6s
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Breaking through with brainstorming3m 16s
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Embracing the devil's advocate2m 50s
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Managing creative talent3m 2s
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Fighting bureaucracy3m 6s
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Not all best practices are best2m 57s
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Diversity’s real power2m 6s
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Initiating change conversations2m 57s
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Creating needed debate3m 2s
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Knowing when to engage positive conflict2m 42s
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Myth of creative genius2m 44s
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Changing routines to build new thought2m 41s
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Making risk feel like learning2m 47s
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The difference between creativity and innovation3m 10s
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People don't hate change2m 47s
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Advocating for the unpopular2m 20s
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The upside of limited resources2m 54s
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Understanding change capacity2m 24s
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Picking a successful fight at work2m 19s
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Start, stop, change2m 44s
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