Change by Attraction Esther Derby
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- Business
Join Esther Derby, author of 7 Rules for Positive Productive Change: Micro Shifts, Macro Results for Change by Attraction--because you don't have to push, prod, persuade or punish people to create change in your organization.
This podcast is for people who want to bring change to their team, department, or organization-- whether or not they have change management in their job title.
Listen strategies, stories of success, and stories of mess. I'll talk about what makes change possible in modern organizations. You’ll gain insights and inspiration you can use.
Check in on the last Wednesday of every other month for new episodes. I've got several intense projects going on, so I'm switching to bi-monthly for a while.
Join my online course Change by Attraction to hone your ability to catalyze change. https://estherderby.teachable.com/p/change-by-attraction-live
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Change and Churn
When leaders decided to make a change, they hope it will improve performance. But, while it may do so, there’s almost always a dip. Maybe a small dip, but sometimes a large one. When that happens, the first impulse is to make another change. And then you’ve got churn.
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Reduce Friction
Why don’t ppl want to change? I hear this question a lot.
The assumption behind the question is clear: the impediments to change exist within people. But there's often friction in the context....situations that counter-motivate change. I find it more useful to ask: "How to reduce the friction for people to change?"
I'll talk about some of the sources of friction, and what you can do about them, in this episode. -
Blame or Curiosity
Blame shuts down problem-solving. Curiosity leads to greater insight. But the response to problems is often the former.
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Status and Help
You may think someone else needs to change. But approaching that topic is a delicate matter. If they haven't invited your input, your advice is likely to cause a rupture, especially when hierarchy is involved.
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Shifting Focus
Changing the paradigms—beliefs and assumptions about how things work—can be powerful in changing systems. But how can you do that? Sometimes it as simple as shifting what people focus on.
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Paradigms
Systems reflect the beliefs and assumptions of the ppl & societies who create them. Changing those beliefs is a powerful way to change a system. So, it follows, if we want to change management, we need to look at the beliefs and assumptions behind the dominant system of management.