The Law of the Few

Questionnaire d'évaluation de la formation

1. Vous pouvez télécharger le questionnaire ici : http://docs.google.com/Doc?id=ddhrtswm_1280f47qxfc2

2. Ajoutez vos réponses (dans WORD)

3. Envoyez votre questionnaire en fichier attaché à : jose.pietri@yahoo.com

MERCI !

NOTE (12:15 Thursday 04/02/2010): Some students have mentioned problems with accessing and then downloading the questionnaire. There was a problem with "sharing permissions" that I have, I hope, corrected. If you continue to have problems then please contact me again.

Une réflexion sur la nature du processus de gestion du changement organisationnel

http://docs.google.com/Doc?docid=0AWlQxSI2GMIwZGRocnRzd21fMTU5NGNia2NzMmhu&hl=en

Pourquoi nous faisons des choses bêtes ou irrationnelles

http://www.spring.org.uk/2007/11/10-piercing-insights-into-human-nature.php

... voir le numéro 7 !

The Emotional Cycles of Change

When people are asked to change their skills, behaviors or attitudes, they will naturally respond at a deeply emotional level. These emotional responses vary, based on whether a person views the change as welcome or unwelcome. In either case, as the change unfolds, people begin to see ramifications they had not anticipated, and they will move through a cycle of emotional responses. 
(see the full article here).

The Emotional Cycles of Change

TOOL: Visualisation des réseaux individuels d'influence

Je vous présente un outil extrêmement utile pour comprendre certains enjeux cachés : en effet, il permet de visualiser les liens personnels qui unissent les personnes aux autres personnes, organisations ou entreprises, et précise de quel ordre sont ces liens.
http://moktaramablog.over-blog.com/article-19520373.html

Source : Personal profile network graphs sur le blog information aesthetics.

TOOL: Concept Mapping

CmapTools est un logiciel gratuit, basé sur des standards de compatibilité avec d’autres outils d’élaboration de réseaux de concepts. Il est utilisé par des centaines d’établissements dans le monde et traduit en plusieurs langues. Le choix de la langue de l'interface se fait au moment de l'installation du logiciel. Combinée avec un serveur de cmap, l'application encourage particulièrement la collaboration, les échanges et la co-construction des savoirs.

Cmap est un logiciel proposé par l'Institute for Human and Machine Cognition dans lequel travaille J.D. Novak qui a inventé ce mode de représentation dans les années 80.

A la différence du mind mapping les schémas de concept mapping ne sont pas hiérarchiques et permettent donc la représentation de situations complexes ou de schémas systémiques.

Cmap peut être téléchargé ici. Il est gratuit.

http://cmap.ihmc.us/conceptmap.html

4P ou Marketing Mix

Visitez aussi : http://www.12manage.com/methods_marketing_mix_fr.html

Respect !

"Distributive Justice" = "Fair Process" = Processus Équitable

Lire ici.

NOTE: Performance depends on DOING = WANT to do, KNOW how to do, CAN do. An easier way to remember this is just to just recall "Ready, Willing and Able". Which is which?

TEAMS: Forming, storming, norming and performing

Wikipedia article in English

Additional reading: Tuckman, Bruce. "Developmental sequence in small groups". Psychological Bulletin 63 (6): 384–99. http://findarticles.com/p/articles/mi_qa3954/is_200104/ai_n8943663.

Cl.ick on image at left to see larger.

Decisions by teams over time

The Knowing-Doing Gap : How Smart Companies Turn Knowledge into Action

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

See also this article: Change Management: Bridging the ‘Knowing-Doing’ Gap 

NOTE: If you don't read anything else about this key concept of "Knowing-Doing" please just take the time to scan the following short article "Why Can't We Get Anything Done?"

Resistance to Change - Group Exercise

If everyone has a glass of water in front of them, ask them to take a drink and then spit into their glass. Now, instruct them to take another drink. Many will not do it. A discussion can, then, be led by a comment about this isn't a matter of "training." People often do not need to be taught how to do what they are being asked to do. Rather, this is resistance. The discussion can then continue into why people resist and so forth.

Other links of interest:
http://www.change-management.com/tutorial-resistance-mod2.htm
http://www.education4skills.com/phc/phc_m7.html#Change4
http://www.allthingsworkplace.com/2007/11/change-reacti-1.html
http://theresourcecentre.coachmysales.com/_assets/documents/LeadingChange1a.pdf

Dan Pink sur la surprenante science de la motivation

Cliquez sur « View subtitles » puis « French » avant de lancer la vidéo.

The Tipping Point: How Little Things Can Make a Big Difference

Wikipedia: English, Français

The "three rules of epidemics" (or the three "agents of change") in the tipping points of epidemics:

1. "The Law of the Few" (80/20)
1. Connectors
2. Mavens
3. Salesmen
2. The Stickiness Factor
3. The Power of Context

EIS Simulation: MODELS

See this article to get more insights into the models underlying the EIS Simulation. 

Also refer to the Cmap below (click on image to see larger):

EIS Challenges and Traps

 See the Google Docs link here.

Which "traps" did you see in your team experience of the EIS Simulation?

Which traps did you fall into? Why? Which were you able to avoid? How?

You can edit the file directly - be sure to add your TEAM NUMBER to your comments.


NOTE: BRAVO to all the teams for your excellent and copious feedback. Comments were made in 14 of the 28 traps - so I think we can say that you all learned a good deal about some of the "dangers" of leading change!

PS: I have made corrections to English and some "formulations" - please tell me if I have misconstrued anything.

Main Presentation - Part 2

TED Talk: Weird, or just different?

In this two-minute TED talk, CD Baby founder Derek Sivers reminds us that a flip side exists to everything and what we consider weird is really just different. Certainly a good lesson to refresh yourself on.

Play the EIS Simulation again!

Go to the following link

http://www.calt.insead.edu/eis/SessionsPages/AFTI310110

to download and play the EIS Simulation on YOUR own computer (until February 6). Same password.

Main Presentation - Part 1

Leading Change - Success and Failure in Organizations

An introduction to the Challenges of making change work and implement it in organizations. Including a discussion of Change Patterns and factors leading to success or failure. By Prof. Angehrn, who directs INSEAD's Centre for Advanced Learning Technologies (CALT - www.calt.insead.edu). 

Did You Know?

Other versions:
Human Capital Edition