Comments for Appreciating Change Blog http://www.appreciatingchange.co.uk/blog Blog on all things Change Management Fri, 13 Apr 2012 04:09:35 +0000 hourly 1 http://wordpress.org/?v=3.3.2 Comment on Willpower: A Resource To Be Managed by Jack Douglas Cerva http://www.appreciatingchange.co.uk/blog/?p=613#comment-1044 Jack Douglas Cerva Fri, 13 Apr 2012 04:09:35 +0000 http://www.appreciatingchange.co.uk/blog/?p=613#comment-1044 Great site, I love it. Appreciative AND Englightening, and Useful in my coaching. Please keep your blog coming. All the Best Jack Douglas Great site, I love it. Appreciative AND Englightening, and Useful in my coaching. Please keep your blog coming. All the Best
Jack Douglas

]]> Comment on What Went Wrong At News International: Executive Derailment In Action. by Mike Clayton http://www.appreciatingchange.co.uk/blog/?p=523#comment-63 Mike Clayton Mon, 01 Aug 2011 08:20:30 +0000 http://www.appreciatingchange.co.uk/blog/?p=523#comment-63 Sarah There are lots of interesting ideas in here - thank you for alerting me to Robert kaiser's work. I cannot help thinking that there was something else going on both at News Corp and the Met that helps our understanding of what happened. Firstly, Group Think - as people perceive a behaviour as custom and practice, they fear to speak out for fear of being cast out from an in-group. At NoW, that behaviour was, allegedly, the tapping of phones. At the Met, it was the rejection of new evidence. As James Surowiecki says, "… in unstructured, free flowing discussions, the information that tends to be talked about the most is, paradoxically, the information that everyone already knows" (Wisdom of Crowds p.183. I suspect this was followed by Risky Shift: as risky behaviour becomes acceptable, the group is emboldened to take ever greater risks - to the extent that behaviours can exceed the limits that even the most risk-taking members might have endorsed at the start. best regards Mike Clayton (Author of Risk Happens!) Sarah
There are lots of interesting ideas in here – thank you for alerting me to Robert kaiser’s work. I cannot help thinking that there was something else going on both at News Corp and the Met that helps our understanding of what happened.

Firstly, Group Think – as people perceive a behaviour as custom and practice, they fear to speak out for fear of being cast out from an in-group. At NoW, that behaviour was, allegedly, the tapping of phones. At the Met, it was the rejection of new evidence. As James Surowiecki says, “… in unstructured, free flowing discussions, the information that tends to be talked about the most is, paradoxically, the information that everyone already knows” (Wisdom of Crowds p.183.

I suspect this was followed by Risky Shift: as risky behaviour becomes acceptable, the group is emboldened to take ever greater risks – to the extent that behaviours can exceed the limits that even the most risk-taking members might have endorsed at the start.

best regards

Mike Clayton
(Author of Risk Happens!)

]]> Comment on What Went Wrong At News International: Executive Derailment In Action. by Steve Loraine http://www.appreciatingchange.co.uk/blog/?p=523#comment-62 Steve Loraine Fri, 29 Jul 2011 15:14:19 +0000 http://www.appreciatingchange.co.uk/blog/?p=523#comment-62 Hi, if by executive derailment we mean a lack of professional judgement, an organisational group-think, lack of ethics, arrogance and in some cases just downright venality, then yes, definately derailment. I do though offer an appreciative future for even those damaged organisations such as the Met Police and News International. Why not check out our blog as well at www.TheOpenChannel.co.uk, which Sarah is associated with, or at: http://steveloraine.blogspot.com/2011/07/week-is-long-timefor-politicians.html Hi, if by executive derailment we mean a lack of professional judgement, an organisational group-think, lack of ethics, arrogance and in some cases just downright venality, then yes, definately derailment. I do though offer an appreciative future for even those damaged organisations such as the Met Police and News International. Why not check out our blog as well at http://www.TheOpenChannel.co.uk, which Sarah is associated with, or at: http://steveloraine.blogspot.com/2011/07/week-is-long-timefor-politicians.html

]]> Comment on What Went Wrong At News International: Executive Derailment In Action. by Rob Barr http://www.appreciatingchange.co.uk/blog/?p=523#comment-61 Rob Barr Fri, 29 Jul 2011 08:57:06 +0000 http://www.appreciatingchange.co.uk/blog/?p=523#comment-61 I have followed the phone hacking scandal with interest for most of the last decade. While I recognise the archetypes described in your article I think your analysis is premature. We have only just begun to find out what happened. What we are just beginning to appreciate is the extent of law breaking and intimidation across the whole newspaper industry. What I think we should consider is not so much how the behaviour Senior Executives and Police Officers fit with existing models of behaviour but how they provide an insight into quite how dysfunctional and dishonest the relationships between newspapers, the police and the government were/are. What I anticipate is a better way to dissect the endemic dishonest and illegal behaviour that were features of the banking crisis, tax evasion etc. Rebecca and John are not victims they prospered by denying the dishonesty and dysfunctional environment within which they worked. To accept that they were victims is to accept that they did not know right from wrong. I do not believe this is the case for John but might be for Rebecca. I have followed the phone hacking scandal with interest for most of the last decade. While I recognise the archetypes described in your article I think your analysis is premature. We have only just begun to find out what happened. What we are just beginning to appreciate is the extent of law breaking and intimidation across the whole newspaper industry. What I think we should consider is not so much how the behaviour Senior Executives and Police Officers fit with existing models of behaviour but how they provide an insight into quite how dysfunctional and dishonest the relationships between newspapers, the police and the government were/are. What I anticipate is a better way to dissect the endemic dishonest and illegal behaviour that were features of the banking crisis, tax evasion etc. Rebecca and John are not victims they prospered by denying the dishonesty and dysfunctional environment within which they worked. To accept that they were victims is to accept that they did not know right from wrong. I do not believe this is the case for John but might be for Rebecca.

]]> Comment on Myth Busting: Five Common Misconceptions About Change by Alfred Hudon http://www.appreciatingchange.co.uk/blog/?p=520#comment-60 Alfred Hudon Mon, 25 Jul 2011 21:27:30 +0000 http://www.appreciatingchange.co.uk/blog/?p=520#comment-60 This is a great post. Many managers of small businesses are not very well-equipped to effectuate change. It's not that they don't have the drive, they just don't have all the know-how to make it happen in a productive manner. They often don't realize how much their attitude and their own productiveness affects the productivity of the business. This is a great post. Many managers of small businesses are not very well-equipped to effectuate change. It’s not that they don’t have the drive, they just don’t have all the know-how to make it happen in a productive manner. They often don’t realize how much their attitude and their own productiveness affects the productivity of the business.

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