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“First Thoughts on Medium and Neo-Generalism” — @DavidHolzmer medium.com/@davidholzmer/… #neogenerlist
Richard Collings
@nfpdbconsult
Using systems thinking, lean, and agile techniques to build adaptable, human centred systems.
4.6K Following 1.7K Followers 2.7K Posts
Latest posts 5
Oooh love this. One of the reasons that people resist change is because they know something that you don't. You need to listen to them. Good things can come out conflict done well.
Last month, I accomplished something once thought impossible: my first half-marathon (21.1km). For years, a knee injury had held me back, but a simple shift in mindset made all the difference.
newsletter.jurriaankamer.com/p/what-my-knee…View quoted post on X
@Hyperoptic Got an email saying your service was available at my house a few weeks ago. Went to sign up last week but now shows as not available. Your agents say its showing only 80% complete but service is available at both next door houses... /1
Yup, yup, yup, yup. All very true.
To which I would add, so involve your early adopters in co-designing the change. Not only will they tell you things you didn't know but they will share their enthusiasm with colleagues (provided you leave them connected to those colleagues)
To which I would add, so involve your early adopters in co-designing the change. Not only will they tell you things you didn't know but they will share their enthusiasm with colleagues (provided you leave them connected to those colleagues)
We have decades of research evidence about how change happens in organisations & systems. Yet mostly, we don't use this knowledge in practice. The biggest misconception is that once people understand change, they'll embrace it (almost never true). 4 principles that should inform our change efforts:
1) Transformational ideas typically come from outside the community & incur resistance: We build attachments to ideas, people & ways of working - when those attachments are threatened, we tend to act out in ways that don’t reflect our best selves
2) Transformations follow an “S curve” pattern: Innovations take hold slowly amongst a group of enthusiasts, then hit an inflection point at 10%-20% participation, then accelerate exponentially - it's why we should concentrate on building the 10-20% through enthusiasts rather than getting everyone on board with the change
3) There is a common, persistent “KAP-gap”: (the difference between what we say & what we do) - it's because we only change our views/practice when the people around us do & it's why we need to shape networks rather than opinions
4) Transformational ideas are propagated socially: It's not the mode of communication or even the individual influence of early adopters but the structure of the network that determines how fast and far an idea travels
medium.com/@greg-satell/w…. By @digitaltonto.View quoted post on X
There are so many examples of decisions that lead to disaster because hidden voices were not listened to.
Rebel Ideas by @matthewsyed is a great source.
Remember: "Everybody knows something that you don't. Listen to them"
Rebel Ideas by @matthewsyed is a great source.
Remember: "Everybody knows something that you don't. Listen to them"
Meetings shouldn’t always be run by the leader. They should be guided by the best facilitator.
Too many bosses silence the room. Skilled facilitators amplify dissenting views and quiet voices.
A key to curbing groupthink is preventing powerful people from dominating discussions.View quoted post on X
