Tag Archives: Dynamic Change Framework

#WorkingOutLoud Sharing ‘The Change Handbook’

This is a writing week: i am close to completing a full manuscript for a new book, ‘The Change Handbook – building the Socially Dynamic Organisation’. By a stroke of luck, i have managed to find a calm energy this … Continue reading

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#WorkingOutLoud Sharing Extracts From ‘The Change Handbook’

Today i’m sharing a section I’ve just completed around the ’16 Amplifiers of Change’, specifically, a section on ‘validation’. The premise is that we can amplify change if we align with a range of these factors, and ‘validation’ is about … Continue reading

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Sharing Extracts From ‘The Change Handbook’

I’m spending the whole of this week writing ‘The Change Handbook: building the Socially Dynamic Organisation’, as i try to complete a full first draft this week. As is my habit when dedicated to long from writing, i’m not creating … Continue reading

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An Overview of the Dynamic Change Framework

I’m spending the whole of this week #WorkingOutLoud, trying to complete a full draft of the book called ‘The Change Handbook: Building the Socially Dynamic Organisation’. Regular readers will recognise that, through various iterations, i’ve been working on this for … Continue reading

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Change in the Social Age: the Three Manifestations of Change

My second full day of writing this week on the new book on change in the Social Age: stronger progress today. In total, I’ve worked on half a dozen early sections, which introduce the change curve itself, and discuss in … Continue reading

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Overview of The Change Curve

We can observe three ways that organisations change: none of them are fixed, and many will touch upon all three, but very few will achieve the top state, becoming Dynamic and thriving in constant change. Resistant organisations are ones that … Continue reading

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It’s Not Me, It’s You. Dynamic vs Directed Change In The NHS

The geolocation of problems is one of the most insidious barriers to change: within many groups you find that the problems are laid elsewhere. There is a sense that change is needed, that we, we fortunate few, understand and are … Continue reading

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