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David,<br>
These are fascinating references. I look forward to reading them. <br>
<br>
One piece I didn't mention is the key is the CEO, the leader of the
group. I started with him, interviewed him, and videotaped the
interview. I then selected portions to show to the rest of the
organization, emphasizing that the CEO was instigating this, was
supportive, and so on. So if one is to make a change, one must start at
the top. <br>
<br>
Since change is too often seen as a threat (your quote from "Stupidity"
illustrates that), by using Appreciative Inquiry, we accomplish two
things:<br>
1. Find exceptions and talk about them. This makes the upcoming
change seem a part of the history of the group. We do this in family
therapy, when we move the family toward talking about times when the
Identified Patient has behaved in strong positive ways. This changes
the views of the IP and thus changes the future. (The assumption is
that the future is determined by what we expect; that is a recursive
statement, the future is created by our vision of the future.) <br>
2. We make the change seem positive and exciting. The old notion
was that pain had to drive organizational change. But this notion is
that change is more about a positive expectation, a hope. We create
that hope based on discovery of what has been our best past behavior.
More of That. <br>
<br>
I also have the idea that people have four stages of change, based on
Solution-focused therapy (deShazer) and on Prochaska's work on change.
My four stages are:<br>
- Bystander / Visitor<br>
- Complainant<br>
- Shopper<br>
- Customer<br>
<br>
I have a handout on that if you would like to see more. Anyway, the
theory here that a colleague and I have been working on is that
organizations go through the same four stages. I have a talk on that on
audiotape I can send you if you'd like, where I apply the four stages
to organizational change. <br>
<br>
Well, off to work<br>
Lynn<br>
<br>
W. David Schwaderer wrote:<br>
<blockquote type="cite" cite="mid004d01c517dc$1e78e2d0$6401a8c0@ISV2">
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<div><font face="Arial" size="2">Also, in "Cult of the Mouse" pg. 107
a discussion, </font></div>
<div> </div>
<div><font face="Arial" size="2"><em><strong>4. Cults enforce Strict
rules of Behavior that stamp out Individuality and Dissent.</strong></em></font></div>
<div> </div>
<div><font face="Arial" size="2"><a
href="http://www.amazon.com/exec/obidos/tg/detail/-/1580086330/qid=1108965895/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books">http://www.amazon.com/exec/obidos/tg/detail/-/1580086330/qid=1108965895/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books</a></font></div>
<div> </div>
<div><font face="Arial" size="2">and, in "In Search of Stupidity",
footnote at page 220:</font></div>
<div> </div>
<div><font face="Arial" size="2"><em><strong>I was later informed
that many in the audience had actually found my negative attitude
discouraging and I collected very few business cards (well, none
actually). This experience drove home to me the realization that a
herd of lemmings in the act of flinging themselves over a cliff are
primed to discuss the importance of teamwork, the need to stay focused
on the task at hand, and the necessity of maintaining positive
attitude.</strong></em></font></div>
<div> </div>
<div><font face="Arial" size="2"><a
href="http://www.amazon.com/exec/obidos/tg/detail/-/1590591046/qid=1108966311/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books">http://www.amazon.com/exec/obidos/tg/detail/-/1590591046/qid=1108966311/sr=1-1/ref=sr_1_1/104-4450274-6343938?v=glance&s=books</a></font></div>
<div> </div>
<div><font face="Arial" size="2">=> Different contextual flavors
with the same outcome.....</font></div>
</blockquote>
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