Monthly Archives: June 2012

Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change

Not all organizations handle change well. But, Dean Anderson and Linda Ackerman Anderson are here to help; and after reading this book, your organization may be the next to embrace their process. Their book, Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership (2nd Edition, Pfeiffer, 2010) is for anyone faced with the possibility of dramatic organizational change (read: everyone, right?).

The success of organizational change is not solely dependent on any one thing.  Approach, leadership, strategy, commitment – so many factors influence the outcomes of change.  Dean and Linda Anderson stress the idea that all aspects of the change life-cycle need to be carefully considered when implementing organizational change.

Don’t Just Manage Change.  Change Management.

The idea that change can be managed through existing practices is a paradox.  When faced with dramatic organizational change, a process of holistic consideration – rather than quarantined trial and error – will not only contribute to the success of the organization, but better prepare it for change management in the future.

Beyond Change Management – rather than offering in-the-moment solutions – is about creating (or becoming) an organization that inherently handles change appropriately.  It’s about total organizational health – and accepting the idea that change is an inevitability, but not necessarily a problem.

The main sections of Beyond Change Management include:

  • A Call for Conscious Change Leaders: Achieving Breakthrough Results, Three Types of Organizational Change, Drivers of Change, Leadership Approach to Transformation
  • People Dynamics: From Resistance to Commitment, Role of Culture and Mindset
  • Process Dynamics: Conscious Process Thinking and Process Models
  • Answering the Call to Conscious Change Leadership:  How to Answer the Call for Conscious Leadership

Learn from Experience, Look to the Future.

Dean Anderson and Linda Ackerman Anderson

Between them, the Andersons have over 30 years of experience working with various Fortune 500 companies and leading change.  Beyond Change Management brings that experience to you with a range of real-life change initiatives and how they were managed, an in-depth look at two different change models (presented as an online supplement), numerous case studies, and assessments.

Are you a leader invested in successful change?  Beyond Change Management has all the tools you’ll need to bolster your organization, and yourself, for whatever comes your way.

Click here for more resources on change management.

Designing mLearning: Tapping into the Mobile Revolution for Organizational Performance

We are a society that relies on our electronic devices to stay connected to the world around us.  Contemporary gadgetry has reinvented the way we communicate and receive our information.  What was once a fashionable luxury item has become a necessity as more and more people turn to these devices as their primary means of staying connected.  If learning professionals seize the opportunity to integrate mobile devices into their corporate learning vision, they will be connecting with their audience on a very fundamental level – ingraining their message into participants’ every day.  Making the most of this opportunity is the focus of Clark Quinn’s insightful book, Designing mLearning: Tapping into the Mobile Revolution for Organizational Performance (Pfeiffer, 2011).

In this relatively short book (223 pages), Quinn sets forth ideas and theories on how learning organizations can go about “systematically leveraging these devices to meet organizational needs” and “delivering value through the strategic use of mobile technology.”  Quinn places emphasis on the need for organizations to adopt a vision for utilizing mobile devices as a means of developing ongoing learning.  He starts by dispelling a few myths about mobile devices and then begins to build a more detailed plan for using them as powerful learning tools.

Quinn advocates the use of mobile devices as a means of serving up full courses, as a learning adjunct, or as performance support. He provides examples of mlearning in action, case studies of organizations that currently use mobile devices in their workplace learning programs, and strategy models for the design and development of mlearning programs. His presentation includes interviews with practitioners of mlearning – giving valuable insight into developing a vision for this platform.  Also of great importance is the examination of what certain operating systems can and can’t do and how they can or can’t work together; and of the issues of working across wireless carrier boundaries and the pitfalls that can come from that.

It is clear that mobile devices have changed the way we communicate.  In order to get training messages successfully across, they must be deliverable through our most common means of communication, which now include mobile devices.  Designing mLearning is a resource all training professionals will want to have on their shelf if they want to realize that vision.