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Change Dynamics
Website Links
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links will be added as they become available
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Adaptive Systems |
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This site explains in
simple terms how Complexity is a powerful new way of
working and thinking ideally suited to the fast pace
of change in the 21st Century. Organizations which have
taken advantage of this new knowledge find that they
are more innovative, work is more fun, their people
and customers are more satisfied, and income and profits
improve as a result. It is tremendously important. Many
who understand it believe it will become widely practiced
as the century moves forward.
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System Dynamics |
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This
site explains how a system is a dynamically interacting
and interdependent group of members or components and
their attributes, forming a whole. This means that a system
must consist of two or more members or components; one
thing is not to be considered a system unless it is composed
of multiple interacting components.This is a method for
understanding and managing complex feedback, such as you
would find in organisations and communities. It involves
the creation of causal loop diagrams to understand dynamic
phenomena. It is used in schools to teach systemic thinking,
by plotting the relationship between stocks of living
things, their supply mechanisms, what they convert into
and the connections between them. |
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Spiral
Dynamics |
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The
insights of Dr Clare Graves explain how complex things
in the mind are created in cycles, layer upon layer, towards
ever higher levels of value. This profound observation
helps us understand what a mature personality looks like
in terms of leadership and change. |
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Dynamic
Complexity |
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Peter
Senge observes that complexity in a system is not found
in the number of variables, it lies in the relationships
between them. As a result, even small events can have
big consequences. Dynamic complexity is at work when the
connection between cause and effect is not straight forward.
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Dynamic
Leadership |
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Daniel
Goleman argues that leadership involves the ability to
adapt your behaviour and control your emotions to fit
local circumstances. This enables leaders to connect their
personal missions with those of the team and organisation
as a whole. This help to creates a 'Leadership Community'. |
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Behavioural
Dynamics |
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Ken Blanchard describes
the seven behaviours of inside-out change as: (1)
Change causes unease and awkwardness
untill new behaviours are learned. (2)
Change creates feelings of loss and frustration (3)
Change generates feelings of isolation and insecurity
(4)
Change is best achieved in small chunks (5)
Change either excites or threatens, so give people enough
time and space to 'buy-in' to what's expected (6)
Change takes time and effort, to learn and adjust to
new demands (7)
Change is a serious business and the role of the leader
is to keep the pressure on doing things in a new way.
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Dynamic
Coaching |
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In
these pages you will find a number of practical tips for
coaching from a variety of perspectives. |
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Organisational
Learning |
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This
link takes you to the Society for Organisational Learning
(SoL) website. It contains an overview of OL and its key
concepts, a booklist, latest research and how to build
the capacity of OL into your organisation. There is an
interview with Peter Senge on how he views the benefits
of OL. |
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Change Dynamics |
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Michael Fullen has identified
eight basic lessons for a New
Paradigm of Change Dynamics (1)
You can't mandate what
matters (2)
Change is a journey not a blueprint (3)
Problems are our friends (4)
Vision and strategic planning come later (5)
Individualism and collectivism must have equal power
(6)
Neither centralisation or decentralisation works (7)
Connection with the wider world is critical for success
(8)
Every person is a change agent
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