change management2018-09-11T21:20:55+00:00

#ThePositive

change management

#ThePositive Change Management drives high employee and stakeholder engagement with change.  Enthusiastic participation in the change process can be the difference between a successful and an unsuccessful change process.

#ThePositive Change Management builds on the strengths of the human systems

#ThePositive brings a positive lense to the change management process, McKinsey estimates that 70 % of change programs fail to achieve their goals, in large part due to employee resistance.  If the measure is fine tuned to include delivering results to a deadline the percentage of large organisation change projects that fail is even higher.

The people who work in organisations are not “units of production” they are the enablers of every successful change, if the change process delivers long days of focus on what fails and what is going wrong morale drops and over time employee and stakeholder resilience falls; it is just not a good place to be for 8-hrs a day.

#ThePositive approach to change management unleashes the power of employee and stakeholder enthusiasm and high-engagement.  There is not need for an initial drop in productivity that is usually built into a change management plan.

  • a significant improvement in communication effectiveness over time was associated with a 16 percent increase in market value of the company.
  • Studies suggest that organisations with high levels of engagement showed turnover rates 40 percent lower than organisations with low levels of workforce engagement, (Rayton, B., Dodge, T., D’Analeze, G., 2012)
  • The National Health Service (NHS) in the UK revealed the important relationships between employee engagement, patient satisfaction and patient mortality, (Topakas, A., Admasachew, L. & Dawson, J. (2011).
  •  highly engaged organisations had the potential to reduce staff turnover by 87 percent, and those disengaged employees were four times more likely to leave the organisation than the average employees, (Corporate Leadership Council 2008; Rayton, B., Dodge, T., D’Analeze, G., 2012).
  • A study carried out by Podsakoff et al 2009, showed the connection between engagement and effective team working, and team work appeared to be driven by clear communication as well as the assignment of challenging, meaningful, achievable tasks (Richardson, J and West, M 2012)
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At the heart of #ThePositive Intensive is the same Positive Psychology intervention as we use for the whole-system large-group consultation approach, the Appreciative Inquiry consultation model is just as effective when used as a catalyst for small group targeted change

It goes beyond fixing “the deficit” preventing “losses” with a #ThePositive Summit innovation and creativity is unleashed to build a truly positive future … a mindset or cultural change in the way your people and your stakeholders think about your organisation, your business or your community.

from

problem & failure focus

overcoming weaknesses

controlling information

silo culture

leadership as control

top-down planning

short-term change

fragmented organisational change

flavor of the month driven change

diagnosis

critical analysis

criticism and negative reinforcement

negotiation

organisational fatigue

organisational depression

relying on individual contributions

root causes of failure

to

solutions and building on what works well

excelling at core strengths

openness and inquiry

collaboration/whole organisation mindset

leadership as affirmation

whole-system planning

sustainable, generative change and innovation

integrated change through whole-system involvement

relational, collaboratively driven change

dialogue

powerful, positive inquiry

valuing and positive regard

shared vision

energy and enthusiasm

organisational confidence

tapping collective wisdom and intelligence

root causes of success

case studies

The Eye Health Strategy Summit

Roadway Express Growth Summit

US Navy Leadership Summit