CA

The report presents 25 operating assumptions worth understanding and applying to change attempts.

Change as an Executive Competency

1. All change is contextual (changeC). We talk about change in the abstract (changeA), but it's pretty much just talk.
2. The field of changeA is a very large tent. There is no one-size-fits-all solution.
3. ChangeA appears commonly understood, if not commonly well practiced.
4. ChangeA can be a thing or an action.
5. Stability comes not from stable conditions in the environment, but from our ability to anticipate, adapt, and respond.
6. Expecting, noticing, and making sense of changes is key to business survival and growth.
7. Seeing the potential in adopting a new idea and getting it into use (i.e., innovating) is key to adding value.
8. When we assume that our way (system, process, design) is right the way it is, we're unnecessarily vulnerable.
9. Changing at an accelerated rate relative to competition is key to disrupting your competition.

Descriptive Models of Change

1. Smart, healthy, valuable people don't resist all change, just imposed change (changeI), and that's normal and natural.
2. We bumble change attempts when we invalidate people's resistance.
3. It's not the changeI itself that produces resistance, it's the significance of the change.
4. Significance is subjective.
5. Responses to changeI follow predictable dynamics, though the precise behaviors may not be predicted.
6. Effective transforming ideas are key to recovering from changeI.
7. Acceptance of changeI comes at the end of the grieving process, not the beginning.
8. The change is what is happening outwardly; successful internal transition allows it to happen effectively.
9. People adopt changes at different rates.
10. Perceptions influence adoption.
11. Adoption and diffusion are not a guarantee.
12. When people are free to adopt or not adopt an innovation, they are influenced by participation in social networks.
13. People who demonstrate facility with the Responsibility Process(1) tend to generate transforming ideas faster following upsets.

<< Prev - Next >>