Tag Archives: Dynamic

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

Posted in Change | Tagged , , , , , , , , | 5 Comments

The Socially Dynamic Organisation: Connected, Adapted, Fluid

Within the Dynamic Change Framework we explore three manifestations of change within an organisation: the Resistant organisation, which denies any permission to change, the Constrained organisation, which wants to change but is fundamentally unable to relinquish the control to do … Continue reading

Posted in Change | Tagged , , , , , , , , , , | 10 Comments

Reflections on Learning Technologies 2016: Infrastructure and Lethargy

There’s a dilemma: when an organisation is small, it tends to be Dynamic by design. As it grows, it engineers in it’s own lethargy: systems, processes, mindset, embedded power and authority, culture, all contribute to make it safe, but inhibit … Continue reading

Posted in Reflection | Tagged , , , , , , , , , , , | 4 Comments

Change Curve: The Dynamic Change Model [Part 1]

I’ve been exploring the Change Curve, a framework for understanding organisational change and what we can do to ease the process. It characterises three states: ‘Resistant‘ organisations, who reject change and deploy antibodies to kill it, ‘Constrained‘ organisations, who are … Continue reading

Posted in Change, Change Management | Tagged , , , , , , , , , | 12 Comments

16 Resisters of Change

Yesterday i introduced a new framework for thinking about Change in organisations in the Social Age. It’s intended to draw together a number of loose threads that i’ve been reflecting on the last couple of years: notions around the evolution … Continue reading

Posted in Change | Tagged , , , , , , , , , , , , | 31 Comments