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CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FOR In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. EMPLOYEE PARTICIPATION (PART II): PRACTICAL TIPS FORSEE MORE ONWENDYHIRSCH.COM
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONAL It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FOR In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. EMPLOYEE PARTICIPATION (PART II): PRACTICAL TIPS FORSEE MORE ONWENDYHIRSCH.COM
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONAL It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT INFOGRAPHICS Change Management Infographics — WENDY HIRSCH CONSULTING. I use infographics to summarize key concepts in most of my blog posts. Browse the best of my infographics below. Click the images to link back to the post that featured the graphic to learn more. Featured. CHANGE MANAGEMENT COACH Change coaching is ideal for leaders at all levels who want to sharpen their ability to drive change in their teams, departments, and organizations. Our focus is on strengthening your performance in relevant change competencies, such as communication, goal-setting, problem identification, solution selection, and staff engagement. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. THE BASICS OF MEASURING ORGANIZATIONAL CHANGE SUCCESS The Basics of Measuring Organizational Change Success. July 29, 2020. Wendy Hirsch. One of the most persistent and potentially dangerous myths about organizational change is that 70-90% of all changes fail. Several academics have reviewed the evidence behind this IMPLEMENTATION TEAMS: DON'T START CHANGE WITHOUT ONE Implementation teams are differentiated from other types of teams by their mandate. Fundamentally, the implementation team is responsible for the successful execution of a specific change — full stop. Members of the implementation team often have responsibilities beyond their work on the team; however, the focus of their efforts on the WHAT IS CHANGE MANAGEMENT? Sadly, there is no silver bullet. There is an enormous body of research on organizational change dating back to at least the 1940’s. There are four phase approaches, there are ten step approaches, there are methods, enablers, factors, and everything in between (Al-Haddad, 2015). SUPPORTING BEHAVIOR CHANGE IN ORGANIZATIONS Behavior change is a complex process, and influencing it effectively requires intentional effort. Enter the Ability—Motivation—Opportunity framework. Using such a framework can increase your understanding of what drives behavior change and help you to more effectively, and empathically, support people to makenecessary changes.
EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). OVERCOMING CHANGE RESISTANCE [3 STEPS + PRACTICAL TIPS Step 1 — Moving beyond expectations that acceptance is good and resistance is bad. People can respond to change in a myriad of ways: cynicism, skepticism, withdrawal, questioning, sense-making, readiness, support, commitment. Therefore, instead of thinking about change recipients as reacting in the binary terms of acceptance (good HOW TO SUPPORT INDIVIDUAL CHANGE AS PART OF YOUR How do you know what aspects of behavior to focus on? Where you implement can have a big impact on your change efforts. For this reason, context is a key element of the implementation framework I use in my work with organizations. Research also indicates that we should pay attention to context — encouraging a “contingency” approach to change, matching chosen interventions to the CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FOR In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONAL It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FOR In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONAL It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE MANAGEMENT COURSES If you are invested in improving your organization, this course is for you. This self-paced, introductory course is designed to demystify change management — it can be confusing! — and is a useful starting point for anyone who anticipates being part of an organizational change effort. Regardless of your organizational role,a foundational
ABOUT WENDY HIRSCH
About Wendy Hirsch — WENDY HIRSCH CONSULTING. I am passionate about helping people turn their great ideas into great achievements. For more than 20 years, I have worked with individual leaders and teams to achieve clarity – about a challenge, a solution, a goal, a plan – and to use that clarity to organize their efforts to execute for CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CONTACT ME — WENDY HIRSCH CONSULTING Contact Me. I'd love to talk more about how we might work together. Email: wendy@wendyhirsch.com. Phone: 888-550-4535. Prefer that I contact you? No problem. Thank you! We'll be in touch soon. We only use the contact information provided to respond to your request. CHANGE MANAGEMENT COACH Change coaching is ideal for leaders at all levels who want to sharpen their ability to drive change in their teams, departments, and organizations. Our focus is on strengthening your performance in relevant change competencies, such as communication, goal-setting, problem identification, solution selection, and staff engagement. THE BASICS OF MEASURING ORGANIZATIONAL CHANGE SUCCESS The Basics of Measuring Organizational Change Success. July 29, 2020. Wendy Hirsch. One of the most persistent and potentially dangerous myths about organizational change is that 70-90% of all changes fail. Several academics have reviewed the evidence behind this IMPLEMENTATION TEAMS: DON'T START CHANGE WITHOUT ONE Implementation teams are differentiated from other types of teams by their mandate. Fundamentally, the implementation team is responsible for the successful execution of a specific change — full stop. Members of the implementation team often have responsibilities beyond their work on the team; however, the focus of their efforts on the A SIMPLE WAY TO IMPROVE YOUR TEAM'S DECISION-MAKING A simple way to improve your team's decision-making process. If your team is facing major decisions on the horizon and you are worried that your decision-making process is not up to task, you are in luck. The evidence on effective group decision-making practices is robust. What’s more, we can summarize the key message from much (not all) of OVERCOMING CHANGE RESISTANCE [3 STEPS + PRACTICAL TIPS Step 1 — Moving beyond expectations that acceptance is good and resistance is bad. People can respond to change in a myriad of ways: cynicism, skepticism, withdrawal, questioning, sense-making, readiness, support, commitment. Therefore, instead of thinking about change recipients as reacting in the binary terms of acceptance (good HOW TO SUPPORT INDIVIDUAL CHANGE AS PART OF YOUR How do you know what aspects of behavior to focus on? Where you implement can have a big impact on your change efforts. For this reason, context is a key element of the implementation framework I use in my work with organizations. Research also indicates that we should pay attention to context — encouraging a “contingency” approach to change, matching chosen interventions to the CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FORIMPLEMENTATION TEAM DEFINITIONIMPLEMENTATION TEAM ROLESIMPLEMENTATION TEAM STRUCTURE In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONALDISTRIBUTIVE FAIRNESS MEANSPROCEDURAL FAIRNESS VS DISTRIBUTIVE FAIRNESS It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FORIMPLEMENTATION TEAM DEFINITIONIMPLEMENTATION TEAM ROLESIMPLEMENTATION TEAM STRUCTURE In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONALDISTRIBUTIVE FAIRNESS MEANSPROCEDURAL FAIRNESS VS DISTRIBUTIVE FAIRNESS It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE MANAGEMENT COURSES If you are invested in improving your organization, this course is for you. This self-paced, introductory course is designed to demystify change management — it can be confusing! — and is a useful starting point for anyone who anticipates being part of an organizational change effort. Regardless of your organizational role,a foundational
ABOUT WENDY HIRSCH
About Wendy Hirsch — WENDY HIRSCH CONSULTING. I am passionate about helping people turn their great ideas into great achievements. For more than 20 years, I have worked with individual leaders and teams to achieve clarity – about a challenge, a solution, a goal, a plan – and to use that clarity to organize their efforts to execute for CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CONTACT ME — WENDY HIRSCH CONSULTING Contact Me. I'd love to talk more about how we might work together. Email: wendy@wendyhirsch.com. Phone: 888-550-4535. Prefer that I contact you? No problem. Thank you! We'll be in touch soon. We only use the contact information provided to respond to your request. CHANGE MANAGEMENT COACH Change coaching is ideal for leaders at all levels who want to sharpen their ability to drive change in their teams, departments, and organizations. Our focus is on strengthening your performance in relevant change competencies, such as communication, goal-setting, problem identification, solution selection, and staff engagement. THE BASICS OF MEASURING ORGANIZATIONAL CHANGE SUCCESS The Basics of Measuring Organizational Change Success. July 29, 2020. Wendy Hirsch. One of the most persistent and potentially dangerous myths about organizational change is that 70-90% of all changes fail. Several academics have reviewed the evidence behind this IMPLEMENTATION TEAMS: DON'T START CHANGE WITHOUT ONE Implementation teams are differentiated from other types of teams by their mandate. Fundamentally, the implementation team is responsible for the successful execution of a specific change — full stop. Members of the implementation team often have responsibilities beyond their work on the team; however, the focus of their efforts on the A SIMPLE WAY TO IMPROVE YOUR TEAM'S DECISION-MAKING A simple way to improve your team's decision-making process. If your team is facing major decisions on the horizon and you are worried that your decision-making process is not up to task, you are in luck. The evidence on effective group decision-making practices is robust. What’s more, we can summarize the key message from much (not all) of OVERCOMING CHANGE RESISTANCE [3 STEPS + PRACTICAL TIPS Step 1 — Moving beyond expectations that acceptance is good and resistance is bad. People can respond to change in a myriad of ways: cynicism, skepticism, withdrawal, questioning, sense-making, readiness, support, commitment. Therefore, instead of thinking about change recipients as reacting in the binary terms of acceptance (good HOW TO SUPPORT INDIVIDUAL CHANGE AS PART OF YOUR How do you know what aspects of behavior to focus on? Where you implement can have a big impact on your change efforts. For this reason, context is a key element of the implementation framework I use in my work with organizations. Research also indicates that we should pay attention to context — encouraging a “contingency” approach to change, matching chosen interventions to the CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FORIMPLEMENTATION TEAM DEFINITIONIMPLEMENTATION TEAM ROLESIMPLEMENTATION TEAM STRUCTURE In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONALDISTRIBUTIVE FAIRNESS MEANSPROCEDURAL FAIRNESS VS DISTRIBUTIVE FAIRNESS It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE IMPLEMENTATION CONSULTING About Wendy Hirsch. My two decades of experience as a change implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable results for my clients. To be a successful agent of change requires us to bring the best of ourselvesto the effort.
CHANGE IMPLEMENTATION BLOG Supporting Behavior Change in Organizations. March 19, 2020. Wendy Hirsch. Using the Ability-Motivation-Opportunity framework, we break down some of the complexities of behavior change and outline how to support yourself, your team, and organization to successfully alter what you and how you do it. Read more. CHANGE IMPLEMENTATION FRAMEWORK An Integrated System of Reinforcing Parts. As you design your change implementation approach, it's helpful to consider each of the four elements that make up the framework: components, roles, phases, and context. Components are the tools and techniques that you use to implement a change. Components provide structure to yourimplementation.
CHANGE IMPLEMENTATION TEAMS: STRUCTURE YOUR TEAM FORIMPLEMENTATION TEAM DEFINITIONIMPLEMENTATION TEAM ROLESIMPLEMENTATION TEAM STRUCTURE In Part One of this series on change implementation teams, I reviewed factors related to the team's mandate, as well as the skills and perspectives that should be considered when staffing the team. In Part Two, I offer some ideas about how to structure your implementation team. Structuring Considerations. There is no single structure that works well for all change implementations. CHANGE COMMUNICATION: A FIVE-POINT CHECKLIST Increased: Trust, performance, job satisfaction and openness & commitment to the change. Decreased: Uncertainty, anxiety, and stress. On the other hand, poorly managed change communication may result in: widespread rumors, increased cynicism and resistance to change. negative outcomes such as absenteeism and turnover. CHANGE MANAGEMENT METRICS In her research on the implementation of strategic decisions, Susan Miller offers a helpful framework for evaluating change implementation success, which includes consideration of three dimensions: completion, achievement and acceptability. It’s common for organizations to focus on one or two of these areas. GOVERNANCE — WHY YOU NEED MORE THAN A RACI AND DECISION When it comes to roles and decision-making on change projects, people often like to keep things fuzzyit takes more than a template to change that. In this article, I review the evidence linking governance with success, as well as provide models and tips to help you align yourgovernance approach
THE INTEGRATOR: AN ESSENTIAL ROLE IN SUCCESSFUL I was introduced to the essential role of the integrator in graduate school, when I interviewed an advocate for the mentally ill. The interview was part of a student project on recidivism undertaken for a local foundation. Through the project, we had the opportunity to interact with a variety of people involved in the criminal justice and social support system, including managers in the city EMPLOYEE PARTICIPATION IN ORGANIZATIONAL CHANGE: IS IT A literature review of 14 studies on participation (Oreg, 2011) reflects that participation has a variety of positive effects on employees and is associated with increased support/reduced resistance to change (see graphic at right). DOES FAIRNESS MATTER TO THE SUCCESS OF ORGANIZATIONALDISTRIBUTIVE FAIRNESS MEANSPROCEDURAL FAIRNESS VS DISTRIBUTIVE FAIRNESS It also doesn’t mean achieving procedural fairness is a breeze. Procedures or processes are said to be “fair” when they are: consistent, bias-free, accurate, correctable, ethical, and open to stakeholder input.Building such a process takes time and concerted effort. Finally, some organizational change research reminds us that if we take pains to develop a fair process, we should probably CHANGE MANAGEMENT COURSES If you are invested in improving your organization, this course is for you. This self-paced, introductory course is designed to demystify change management — it can be confusing! — and is a useful starting point for anyone who anticipates being part of an organizational change effort. Regardless of your organizational role,a foundational
ABOUT WENDY HIRSCH
About Wendy Hirsch — WENDY HIRSCH CONSULTING. I am passionate about helping people turn their great ideas into great achievements. For more than 20 years, I have worked with individual leaders and teams to achieve clarity – about a challenge, a solution, a goal, a plan – and to use that clarity to organize their efforts to execute for CONTACT ME — WENDY HIRSCH CONSULTING Contact Me. I'd love to talk more about how we might work together. Email: wendy@wendyhirsch.com. Phone: 888-550-4535. Prefer that I contact you? No problem. Thank you! We'll be in touch soon. We only use the contact information provided to respond to your request. CHANGE MANAGEMENT COACH Change coaching is ideal for leaders at all levels who want to sharpen their ability to drive change in their teams, departments, and organizations. Our focus is on strengthening your performance in relevant change competencies, such as communication, goal-setting, problem identification, solution selection, and staff engagement. THE BASICS OF MEASURING ORGANIZATIONAL CHANGE SUCCESS The Basics of Measuring Organizational Change Success. July 29, 2020. Wendy Hirsch. One of the most persistent and potentially dangerous myths about organizational change is that 70-90% of all changes fail. Several academics have reviewed the evidence behind this IMPLEMENTATION TEAMS: DON'T START CHANGE WITHOUT ONE Implementation teams are differentiated from other types of teams by their mandate. Fundamentally, the implementation team is responsible for the successful execution of a specific change — full stop. Members of the implementation team often have responsibilities beyond their work on the team; however, the focus of their efforts on the EMPLOYEE PARTICIPATION (PART II): PRACTICAL TIPS FOR Employee participation in change efforts is associated with a variety of benefits, but it's not without its complexities. Productive participation takes skill on the part of the change leader/facilitator and participant. The best way to build this skill is through experience. So in this po OVERCOMING CHANGE RESISTANCE [3 STEPS + PRACTICAL TIPS Step 1 — Moving beyond expectations that acceptance is good and resistance is bad. People can respond to change in a myriad of ways: cynicism, skepticism, withdrawal, questioning, sense-making, readiness, support, commitment. Therefore, instead of thinking about change recipients as reacting in the binary terms of acceptance (good CHANGE CONTEXT: WHY IT MATTERS AND HOW TO USE IT TO TAILOR No two change implementations are the same and context is often the reason why. All kinds of internal factors can impact the change effort. For example, whether or not other organizational changes are being implemented concurrently, shifts in executive leadership, failure of past change efforts, or the current performance level ofthe organization.
HOW TO SUPPORT INDIVIDUAL CHANGE AS PART OF YOUR How do you know what aspects of behavior to focus on? Where you implement can have a big impact on your change efforts. For this reason, context is a key element of the implementation framework I use in my work with organizations. Research also indicates that we should pay attention to context — encouraging a “contingency” approach to change, matching chosen interventions to the* Home
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HELPING ORGANIZATIONS AND INDIVIDUALS MASTER THE ART AND SCIENCE OFCHANGE.
Executing change can seem daunting, if not impossible. It doesn’t have to. There are tested ways to successfully implement change in organizations — I help my clients master them to ensure they not only get things done, but they get results. -------------------------FOR ORGANIZATIONS
I help organizational leaders and teams build their change capacity by focusing on evidence-based practices that make the most difference inchange results.
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> “Wendy is an extraordinary professional, motivated by making an > organization become the best it can be.”— CEO
------------------------- > “..Wendy’s not ‘telling me what to do’, but she has an > amazing way of guiding me toward my truth.”— COO
FOR INDIVIDUALS
I coach leaders at all levels who want to sharpen their ability to drive change in their teams, departments, and organizations.Learn More
-------------------------ABOUT WENDY HIRSCH
My two decades of experience as an implementer spans the non-profit, for-profit and government sectors in the U.S. and abroad and is firmly grounded in evidence-based approaches that create measurable resultsfor my clients.
To be a successful agent of change requires us to bring the best of ourselves to the effort. For that reason, I hold certifications in change management, project management and coaching, as well as meditation and yoga instruction. > “I can’t count the number of times I have held up Wendy as an > example of the extraordinary. ”— Director
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------------------------- ABOUT THE BOOK, _THE IMPLEMENTER'S STARTER KIT_ When implementation is an afterthought, tackled with a 'quick and dirty' approach, things may get done, but they rarely produce results. What's the point in that? Learn to master the art and science of implementing change for results with my new book, _The Implementer's Start Kit_, a practical guide designed for those new to implementation, as well as those looking for new approaches. Second edition now available!LEARN MORE
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