|
|
|
|
Check out the new ACMP Ohio Chapter!
| |
Change Guides is hosting an ACMP Ohio meeting in Cincinnati.
Cooper's Hawk
8080 Montgomery Rd.
Cincinnati, Ohio
45236
April 27th
5:30 p.m.
For more information contact Sheri Schweppe at 513-354-9503 or email Sheri. | |
|
News From Change Guides!
|
Change Guides is happy to announce that our Change Management Certification Program has been approved as an ACMP's Qualified Education Provider™ ( QEP™) Program indicating that our program aligns to ACMP's Standard for Change Management and adult education best practices. 
| |
|
2016 Events
|
Change Management Certification
Mar 15-17, 2016 Cincinnati
May 10-12, 2016 Chicago
Aug 9-11, 2016 Cincinnati
Dec 6-8, 2016 Cincinnati
PMI Seminars World Best Practices in Organizational Change Management
April 6-7, 2016 Minneapolis
June 29-30, 2016 Orlando
Sept 28-29, 2016 San Diego
Nov 7-8, 2016 Cincinnati
Recertification units
for ASQ
|
 Change Guides is a certified women owned business.
|
|
Follow Stacy
Aaron on Twitter
Follow Kate
Nelson on Twitter
 Join us
on LinkedIn
|
|
|
|
Greetings
|
Culture and change are forever intertwined. Certain cultures make change easier, certain cultures make it harder. There are several cultural attributes that are helpful when undergoing change. Learning organizations are some of the organizations that we have seen be relatively successful when compared to their peers that don't have a culture of learning and growth. The articles below talk about learning organizations and culture.
Enjoy and let us know what you think!
The Change Guides Team
|
|
Culture, Learning, and Change Go Hand in Hand
|
According to a Forbes article*, there are five keys to building a successful learning organization.
1. Remember that corporate learning is "informal" and HR doesn't own it
2. Promote and reward expertise
3. Unleash the power of experts
4. Demonstrate the value of formal training
5. Allow people to make mistakes
This is a great list and directly applies to culture. It's "how we do things around here". It's reflected in what people say and how they act on a daily basis. The cultures that display these five elements have an advantage when it comes to organizational change.
Remember that corporate learning is "informal" and HR doesn't own it. This "informal" aspect of learning is an attitude that "I can learn something new every day." These cultures use teachable moments. It's as simple as asking a question real time or watching someone else doing the task right before you do it. That attitude translates to an appetite for change.
Promote and reward expertise - For projects, using Subject Matter Experts (SMEs) pays dividends. These experts are approachable and knowledgeable. Recognizing SMEs publicly, presenting them as role models and leaders demonstrates that having and sharing knowledge is valued.
Unleash the power of experts - It takes a village to drive successful change. Giving SMEs the support and resources they need to motivate teams, share their expertise, and develop others builds momentum and prepares people for an upcoming change.
|
|
The Culture of a Change Capable Organization
|
All organizations need to manage change actively and thoughtfully. Some organizations are just plain better at change than others.
There are some specific attributes of culture that make up organizations that are more effective at change than others. Organizations that are effective at change tend to be learning organizations. They are collaborative, action-oriented, and open-minded. They also are marked by trust in management.
Culture is the sum of the beliefs and values that shape norms of behavior and dictate the ways things get done. There are several continuums that help define an organization's culture. Is the organization driven by results and achievement or relationships and people? Does the organization have an internal focus, or an external focus? Is the organization adaptive and flexible, or is it structured and stable?
Culture tells you a lot about an organization. What messages do leaders send with their words and actions? What type of behavior is being reinforced? Is conflict and risk encouraged or hindered? How do people communicate? How do people learn and share company knowledge? Is the organization open to change?
We often think that culture is a messy, squishy thing that we can't really get our arms around. And culture often makes leaders uncomfortable because they don't feel that they can "put their finger on it".
|
|
Change Guides LLC wins LEADERSHIP EXCELLENCE Award from HR.com
|
|
Change Guides LLC, the Cincinnati based change management firm, has been awarded the 2016 LEADERSHIP EXCELLENCE Award for their Change Readiness Audit App.
The Change Readiness Audit App (http://www.changeguidesllc.com/products/iApp.asp) is an innovative and beneficial tool to help organizations understand what it takes to successfully drive change. It also allows an organization to see how well they are doing with a current change. The app works by guiding a person through five sections, each covering a critical success factor for effective change. Simply answer the questions and get feedback about each important success factor as well as information about the organization's overall readiness for change.
Change Guides has successfully used this tool with hundreds of clients to help their organizations become ready, willing and able to work in new ways. The Change Readiness Audit is only one of the 31 tools in the Change Management Pocket Guide.
Read More
|
Ranju Jha
Performance Management
AEP
Have you approached projects differently after the certification? If so, how?
Yes, the change management curve through its various phases from awareness to commitment has helped me manage my projects and associated communication, etc. more effectively.
What advice do you have for others trying to drive change?
To take the time to understand the change management curve - this time spent upfront will result in significant savings in resources overall.
What one thing has helped you the most in driving change in your organization?
Understanding the human dimensions embedded in the fundamentals of change management concepts(for example: it takes a village etc... )
|
|
|
|
|
|
|
|
|
