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Embracing resistance to change

From talking to many different types of organisations about their collaboration initiatives, one of the issues that surfaces regularly is the problem of resistance to change. Of course, this is a challenge that is not specific to improving collaboration; it's a reaction that every organisation embarking on a significant business change initiative (and even perhaps in the case of more minor process change projects) will have encountered to some extent or another

Angela Ashenden's profile image

Blog Entry
Changing people's behaviour with social gamification

Having spent the last six years or so tracking the adoption of collaboration technologies and practices in business, and observing the challenges many organisations face in getting employees to adopt social collaboration technologies, I've been rather cynical about the real value of social gamification, both in terms of its ability to help drive behavioural change to support better collaboration, and to improve technology adoption. However, at a recent J.Boye event, I came across an interesting example of an organisation that has successfully used social gamification tools to change behaviour among employees



Blog Entry
"Hang Loose" and Ride the Wave of Change

Some of the transition to paperless transactions is driven by potential cost savings but I believe that an increasing portion of this change is a response to the digital natives desire to have: Control over their content with access to it where they want, when they want it Self Service transactions that can be conducted anytime and that don’t require a personal interaction The second item to consider on the business side of the equation is the number of digital natives rising to positions of influence inside corporations and businesses

Lawrence Wischerth's profile image

Blog Entry
The changing role of managers in the collaborative organisation

Addressing this concern should be a major issue for any organisation looking to evolve its culture into a more collaborative one, since this is a fundamental aspect of the business change required, and relates to a necessary shift in the role of the manager. While your short term efforts need to focus on ensuring your managers understand why this cultural change needs to happen, and ensure that they have the bandwidth and flex in their resourcing budget to allow their staff to embrace the change, your long term efforts need to focus on understanding what a manager should be in this new culture, because you cannot simply remove all aspects of today's wide-reaching manager role completely

Angela Ashenden's profile image

Blog Entry
Are You A Social Business Change Agent? Why not?

Social business requires change in more than your marketing department, are you ready? There is a fundamental change in how we do business. Driven by the networked communication tools flourishing on the web, tools like YouTube, Facebook and LinkedIn, how we communicate with those who benefit from our services and how we organize ourselves productively are changing

Shelly King's profile image

Blog Entry
How Social Networking is Changing the Business of Healthcare

The Harvard Business Review recently featured a post from Bill George, a Professor of Management Practice at Harvard Business School, where he states, “Social networking is the most significant business development of 2010, topping the resurgence of the U.S. automobile industry.” As...

Joel Selzer's profile image

Blog Entry
Connect business problem analysis to change management by leaving no people behind

One of the more intriguing lines of inquiry at a recent meeting of the AIIM New England Chapter had to do with my assertion that there is a connection between analyzing your business problems and engaging in change management. Though on the surface these appear to be two completely separate exercises, I believe that your ultimate success depends upon inviting the people who will be affected by the change to participate in the initial articulation of those business problems. The reason is that people are much more likely to embrace change when they feel they have been part of the process leading up to it

Steve Weissman's profile image

Blog Entry
Enterprise 2.0 is a journey, not a big jump

One of the biggest changes brought by enterprise 2.0 is the ability for employees to identify each other, build communties where they could share their experience, solve problems and seamlessly improve their skills

Bertrand Duperrin's profile image