INTRODUCTION We see kindness as a foundation for increasing change capacity in organizations. Let’s go a little deeper into what influences kindness and change capacity.
By Katherine Sanders and Patrick Farrell INTRODUCTION It might seem odd to talk about kindness as a strategy to increase capacity for change, but we see it as a practical necessity. Kindness at work is often thought of as a friendly attitude, a considerate mindset or civility. However, those aren’t the definitions we have in […]
Note: this is a five-part series. Read Part 1 | Part 2 | Part 3 | Part 4 By Patrick Farrell and Katherine Sanders INTRODUCTION People need a sense of autonomy and agency in order to be healthy. We expect our actions to help shape our experiences. When we start to feel helpless, or that […]
Note: this is a five-part series. Read Part 1 | Part 2 | Part 3 | Part 5 By Patrick Farrell and Katherine Sanders INTRODUCTION When we have a healthy foundation to build on (see Part 3 of this series), we can anticipate resistance before we encounter it. We call this skill proactive anticipation. Proactive […]
Note: this is a five-part series. Read Part 1 | Part 2 | Part 4 | Part 5 By Patrick Farrell and Katherine Sanders INTRODUCTION A common view of efficiency encourages leaders to focus on the initiative at hand and its immediate results. That approach to efficiency can prevent leaders from noticing the foundational work that […]
Note: this is a four-part series. Read Part 1 | Part 2 | Part 4 By Patrick Farrell and Katherine Sanders INTRODUCTION Organizational capacity for change is the overall capability of an organization to either effectively prepare for or respond to an unpredictable environment (Saylor Academy, 2012). We’d add that change capacity is also accepting […]
Note: this is a five-part series. Read Part 1 | Part 3 | Part 4 | Part 5 By Katherine Sanders and Patrick Farrell INTRODUCTION Organizational capacity for change is the overall capability of an organization to either effectively prepare for or respond to an unpredictable environment (Saylor Academy, 2012). We’d add that change capacity […]
Note: this is a four-part series. Read Part 1 | Part 3 | Part 4 By Patrick Farrell and Katherine Sanders INTRODUCTION How often do organizations spend the time and resources to develop a strategic plan, only to fail to operationalize it? Our hopes and dreams in our Strategic Plan are so big that many […]
Note: this is a five-part series. Read Part 2 | Part 3 | Part 4 | Part 5 By Katherine Sanders and Patrick Farrell INTRODUCTION Change is inevitable in business, across society and within individuals. Under the best of circumstances, change is difficult. Recent challenges in the world have made change much more difficult for […]
Note: this is a four-part series. Read Part 2 | Part 3 | Part 4 By Patrick Farrell and Katherine Sanders INTRODUCTION Strategic planning helps an institution envision its future. Good strategic plans take a broad view of the internal and external landscapes, envision the organization’s future, and invite innovation to make that future real. […]
By Katherine Sanders I enjoy a good story as much as the next person, but I’ll admit that I’m not the best storyteller. I’m too engineery… I tend to either cut to the chase so that there is no suspense, or I get distracted in the middle of my own story and digress, losing the […]
By Katherine Sanders Aim for a better understanding of the folks you work with and a heightened awareness of work’s importance to people. You’ve invested your time, energy and heart into imagining effective ways to shift your organization toward a healthier way of working together. You’re excited about these ideas and believe they can benefit a […]
By Katherine Sanders My friend and colleague, Karen Konrath, uses a model from William Bridges in her executive coaching practice to talk about change. She explains that change happens quickly at work, many times without our desire or consent. Your project falls through. Management downsizes your group. You are assigned a new boss. But, even though our […]
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