WikiCED presentation scene 3 - Revision history

199.166.207.207: /* Lessons Learned */

2009-08-13T23:25:12Z

Lessons Learned

← Older revision		Revision as of 23:25, 13 August 2009
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	We've put together a manual - available on wiki - that shares what we've learned about change and being a change agent.		We've put together a manual - available on wiki - that shares what we've learned about change and being a change agent.

	The most important thing to remember though is that there are no recipes for change!		The most important thing to remember though is that there are no simple recipes for change!

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Janet Lumb: /* Lessons Learned */

2009-08-12T16:12:01Z

Lessons Learned

← Older revision		Revision as of 16:12, 12 August 2009
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	==Lessons Learned==		==Lessons Learned==

	Katherine takes over the set while Janet ~~is duc taping~~ the puzzle pieces ~~and begins~~.		Katherine takes over the set and begins while Janet continues to figure out the puzzle pieces.

Janet Lumb: /* Lessons Learned */

2009-08-12T16:11:21Z

Lessons Learned

← Older revision		Revision as of 16:11, 12 August 2009
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	==Lessons Learned==		==Lessons Learned==

			Katherine takes over the set while Janet is duc taping the puzzle pieces and begins.


	What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki), as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.		What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki), as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.

Katherine: /* Lessons Learned */

2009-08-12T13:48:01Z

Lessons Learned

← Older revision		Revision as of 13:48, 12 August 2009
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	While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.		While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.

	~~KQ: there are no recipes for change /// refer to~~ manual		We've put together a manual - available on wiki - that shares what we've learned about change and being a change agent.


	~~Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements; similar to those~~ that we ~~saw within the puzzle-piecing portion of this presentation~~ and ~~must be committed to working with people during each developmental phase~~.


			The most important thing to remember though is that there are no recipes for change!

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Katherine: /* Lessons Learned */

2009-08-12T00:09:18Z

Lessons Learned

← Older revision		Revision as of 00:09, 12 August 2009
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	While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.		While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.

	~~Often, creating value requires significant change. John Kotter concluded in his book "A force for Change~~: ~~How Leadership Differs from Management" (1990) that~~ there are ~~eight reasons why many~~ change ~~processes fail and~~ to ~~prevent making these mistakes, Kotter created the following eight change phases model:~~		KQ: there are no recipes for change /// refer to manual

	*Establish a sense of urgency
	*Create a coalition
	*Develop a clear vision
	*Share the vision
	*Empower people to clear obstacles
	*Secure short-term wins
	*Consolidate and keep moving
	*Anchor the change

	Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements; similar to those that we saw within the puzzle-piecing portion of this presentation and must be committed to working with people during each developmental phase.		Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements; similar to those that we saw within the puzzle-piecing portion of this presentation and must be committed to working with people during each developmental phase.

DavidM: /* Lessons Learned */

2009-08-12T00:05:54Z

Lessons Learned

← Older revision		Revision as of 00:05, 12 August 2009
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	==Lessons Learned==		==Lessons Learned==

	What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki, as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.		What you’ve just seen is a demonstration of the challenges that individuals can face when trying to introduce change. We've used kiwi (aka: Wiki), as the vehicle to show that organizational culture, behavior, or mindset (perceptions) are each part of the process that require an individual consider when introducing change.

	While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.		While we've used humor as an approach to introducing change, there are a multitude of other tools that can be applied such as Appreciative Inquiry, workshops, story-telling, manuals, technology, etc. Engaging people through a variety of methods creates value and is an important precursor that can lead to "buy-in", and adaption to and adoption of change.

DavidM at 19:39, 23 July 2009

2009-07-23T19:39:59Z

← Older revision		Revision as of 19:39, 23 July 2009
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	[[Category:WikiCED presentation]]		[[Category:WikiCED presentation]]
	~~[[Category:WikiCED notes]]~~

DavidM at 14:36, 23 July 2009

2009-07-23T14:36:37Z

← Older revision		Revision as of 14:36, 23 July 2009
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	{{Presentation		{{Presentation
	\|position=5		\|position=5
	\|presenter=~~CDJKKMP~~ group		\|presenter=WikiCED group
	\|developer=Katherine		\|developer=Katherine
	\|minutes=5}}		\|minutes=5}}

	[[Category:~~CDJKKMP~~ presentation]]		[[Category:WikiCED presentation]]
	[[Category:~~CDJKKMP~~ notes]]		[[Category:WikiCED notes]]

DavidM: moved CDJKKMP presentation scene 3 to WikiCED presentation scene 3

2009-07-23T14:33:30Z

moved CDJKKMP presentation scene 3 to WikiCED presentation scene 3

← Older revision	Revision as of 14:33, 23 July 2009
(No difference)

DavidM: /* Where are they now? */

2009-07-22T22:38:23Z

Where are they now?

← Older revision		Revision as of 22:38, 22 July 2009
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	~~==Where are they now?==~~

	~~{{#ask: [[Category:Play Person]]~~
	~~\|?destiny}}~~

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