Project management in construction
Home improvement is done for a number of reasons. A house may be remodeled or renovated to repair damages to improve its aesthetics to add space or...Read story
Home improvement is done for a number of reasons. A house may be remodeled or renovated to repair damages to improve its aesthetics to add space or...Read story
A small business is an enterprise that is generally small scale in terms of amount of employees andor sales income. A large majority of the organiz...Read story
Gabrielle Dolan of One Thousand and One, an Australian consultancy specialising in storytelling as a tool for organisational development, recently published an article in The Age newspaper on applying storytelling as a tool for managing change.
The article was read and blogged on by Dave Snowden of Cognitive Edge, and discussion ensued on Dave’s weblog. Gabrielle’s central point is that:
What we believe is that when organisations attempt to introduce change there are already existing stories. Stories around ‘we tried that before and it didn’t work’ or ‘last time they did this my best friend was retrenched’.
When we work with our clients we help them understand that those stories already exist and are powerful blockages to change. We encourage them when communicating the key messages of the change they use story to help their employees understand the possibilities and hopefully engage in the new direction, making organisational change perhaps easier for everyone concerned.
This is a powerful observation about the role of mindset in managing change and a tool to help shift the mindset.
Also worth highlighting is that executives and leaders also have their own stories and beliefs about how things work and what is possible, a point elaborated on at length in the book Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders by Dean Anderson and Linda Ackerman Anderson. Anderson and Anderson argue that changing both leader and employee mindset is the pivotal fulcrum of change.
In Anderson and Anderson’s framework:
Hence, the critical point in change is a “breakthrough” or shift in leader and employee mindset. And stories can be a useful tool to achieve that shift, for both employees and for consultants or authors trying to reach leaders with a message. I tend to agree with Anderson and Anderson that the pivotal point for change is mindset, and embedding that changed mindset into behaviours, processes, interactions and culture – into individual and organisational ways of doing things.
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