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weblink submitted by rob on Thu, 2010/03/04 - 23:13. [nid:37]
In conversation and in excerpts from his recent book, a leading expert on organizational behavior explains why change often stalls and how top executives can use psychology to keep it going.
weblink submitted by rob on Tue, 2010/01/05 - 08:51. [nid:36]
Today, we tend to apply process thinking as a default ”solution lens” to all problems, failures and challenges we encounter, even those which cannot be solved by process. When we hear about a failure, we point at a it and shout ”process failure!” without even thinking twice. Or we shout ”technology failure!” because we knew technology was somewhat involved.
But what if it's actually culture failure? How often do you hear anyone shout that out ("Guys, it's culture failure!") ?
weblink submitted by rob on Thu, 2009/12/17 - 05:34. [nid:34]
Excellent paper. Bas says Project problems are people problems
I think ALL IT problems are people problems
weblink submitted by rob on Wed, 2009/11/18 - 22:41. [nid:32]
Deep and useful thoughts on culture and ITSM and people
Also readable!
Blog entry submitted by rob on Thu, 2009/10/01 - 21:53. [nid:28]
Drawing energy from the encouragement of Michael and Hank and others, and distilling from the many ideas, I'm starting to form a model of how He Tangata all hangs together - for cultural change. I then want to grow it into a framework of core practices, then a methodology. I need contributors of ideas, reviewers, and stress testers. Come along with me here. So this is the first cut of a model:
Idea submitted by rob on Mon, 2009/09/28 - 01:30. [nid:26]
Troy Dumoulin of Pink Elephant wrote an excellent post about Cultural Change viewed as a grieving process. It is written about ITIL change but it applies to any organisational change and it is brilliant stuff.
Idea submitted by rob on Sun, 2009/09/20 - 02:11. [nid:25]
TED presentation by Dan Pink
"There is a mismatch between what science knows and what business does. And here is what science knows. One: Those 20th century rewards, those motivators we think are the natural part of business, do work, but only in a surprisingly narrow band of circumstances. Two: Those if-then rewards often destroy creativity. Three: The secret to high performance isn't rewards and punishments, but that unseen intrinsic drive. The drive to do things for their own sake. The drive to do things cause they matter. "
Idea submitted by rob on Sat, 2009/09/19 - 06:13. [nid:22]
Knowledge Management is all about culture in the organisation. The fact is Knowledge Information is misunderstood as Knowledge Management.
Knowledge Information can be your Data, Technology, Transactions (Input & Output). The transformation to Knowledge Management is the People & Organisational value. Success of Knowledge Management is defining this fine line.
Depeding on the type of business you are in, even Suppliers, Partners, End users etc. all needs to be involved.
Posted on LinkedIn by Rakesh Kanojia
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