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Effecting Change When You are NOT in Charge

A theory of action for reflective practice, this book explores how individuals can make a difference in organizations, emphasizing the need for collaboration and resource-sharing. It offers strategies for leading without formal authority, engaging in effective conversations, and overcoming the gap between knowing and doing.

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Effecting Change When You are NOT in Charge

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  1. Effecting Change When You are NOT in Charge By Dr. William Sommers October 23, 2007

  2. A theory of action for Reflective Practice Enhanced Student Learning Improvements In Practice Learning …growth & development Reflection …in/on/for practice Inquiry …openness & questions

  3. Art of Possibilities(Zander and Zander) • Anybody can make a difference from any place in the organization • Need resources from everyone in the organization • No more hunting—move to creating • Be a relentless architect of possibilities

  4. QUESTION… Does your conversation have an effect on the other person?

  5. L e a r n i n g … … unfreezes a frozen or stuck culture … creates the energy to grow and change personally, professionally, and organizationally

  6. Learning Processing Experience Adults do not learn from experience; they learn from processing experience. Judi Arin-Krupp

  7. Positive Deviance • Define – What are the perceived causes? Solutions? Desired Outcomes? • Determine – Any place doing OK? • Discover – Unique Practices • Design – Implement at intervention • Discern – Is it effective? • Disseminate – Make it assessable, scale up

  8. Leading Without Power(Max DePree) • Move people toward their goal • Commit to substance over bureaucracy • Stay together in PACKS • Compare results with their plan • Who am I? What behaviors are enhancing the system? Where do I belong?

  9. Fierce Conversations(Susan Scott) • Most pressing issue • Clarify • Current impact • Future if nothing changes • Personal contribution • Ideal outcome • Commit to action

  10. Ernesto Gore — Organizations are made of conversations. Brian Solis

  11. Crafting Questions Invitational • intonation • voice Plural Forms Conditional Language • syntax • plan forward • reflect backward Positive Presuppositions

  12. Response Strategies — SPACE • Silence • Paraphrase • Accept non-judgmentally • Clarify – probe for specificity • Empathy – extend thinking

  13. Managing Up(Dobson) • Do good work • Be a good-mouther • Win/win or no deal — War games • Reduce FEAR — False EvidenceAppearing Real • Courage & CLMs • 5–15 Report — Advanced notice

  14. Knowing-Doing Gap(Pfeffer & Sutton) • Talk substitutes for action • Memory substitutes for thinking • Fear of acting on knowledge • Measurement substitutes for good judgment • Internal competition makes friends into enemies

  15. Overcoming Know-Do Gap • Why before how • Do & teach others • Action counts more than elegant plans • No doing without mistakes • Fear increases knowing-doing gap • Beware of false analogies – Fight the competition, not each other • Measure what matters – Knowledge into action • What do leaders do? Time spent doing what?

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