http://www.changingorganisations.com Provocative thinking about organisational change Mon, 01 Mar 2010 10:53:11 +0000 http://backend.userland.com/rss092 en In the previous post I pointed out the significance, for generating new ideas, of conversations with diverse people - people with different backgrounds, ways of looking at things, and professional affiliations, for example. Any leader in an organisation, or entrepreneur has to engage in interactions with others in order to get ... http://www.changingorganisations.com/2010/02/agendaless-meetings-and-the-importance-of-casual-conversations/ Entrepreneurship is often considered to involve the establishment of something new. So it is worth thinking about how new ideas come about in organisations. It has long been thought that it takes a certain kind of person to come up with new ideas. The tortured artist mining the depths of an ... http://www.changingorganisations.com/2010/02/innovation-arises-from-the-interaction-of-diverse-agents/ I think the main thing that distinguishes entrepreneurship from management or other forms of organisation is that with entrepreneurship a person takes the risk of bringing into being about an idea in a business form. Much thinking about entrepreneurship focuses on the originality of the idea, and there are certainly plenty ... http://www.changingorganisations.com/2010/02/the-experience-of-entrepreneurship/   I have had more than one situation recently in client organisations where a person "Angelica"  has had a problem with person "Boris" or something they have done. Angelica then emails or talks to Boris's boss "Charlie," (and sometimes a range of other people) explaining the situation and seeking resolution. It seems ... http://www.changingorganisations.com/2010/01/escalation/ I believe it makes more sense to change the management practices of your managers  than to launch a culture change initiative.   http://www.changingorganisations.com/2010/01/change-your-management-practices-not-your-culture/ In which I conclude that efficiency of communication may well work against effectiveness of communication in organisational change situations. There is an old saw that says that efficiency (or management) is doing things right, with effectiveness (or leadership) being doing the right things. I am sure you have come across this ... http://www.changingorganisations.com/2009/12/in-change-situations-communication-efficiency-is-not-the-same-as-communication-effectiveness/  Five steps to communicating an unpopular decision How do you communicate something that is likely to be unpopular? For example, how do you tell your team that they are going to have to give something up because of a cost cutting measure that is going to be implemented? I remember when I ... http://www.changingorganisations.com/2009/12/how-do-you-communicate-an-unpopular-decision/ In which I ponder on the ethics of telling you about a book promotion and decide to do it. I have written quite a bit about competencies on this blog and these past posts have attracted comments from readers. (Click on either the Category or Tag Competencies at the right hand ... http://www.changingorganisations.com/2009/12/lominger-competencies-book-discount-offer/ This article appeared in the December 2009 edition of Changing Organisations: The Newsletter. Approaching the end of 2009, it is a bit of a shock to realise that this newsletter has also been going nearly a year now! Also, the milestone of finishing my doctoral degree two years ago is starting ... http://www.changingorganisations.com/2009/12/eight-things-2009-has-taught-me-or-confirmed-for-me-about-change/ Those involved in funding health services such as mental health services do not have it so easy. The previous post described the perspective of the world of the CEO of an NGO - what it is like to be funded by an entity that does not actually use the services you ... http://www.changingorganisations.com/2009/11/ngos-a-funders-perspective/