Leading Change in Government
Articles
- Leading in Times of High Stress, by Mike Mears
Tips for frontline managers in government in times of intense change. - The Challenge of Unanticipated Consequences, by Russ Linden
Great examples of how well-intentioned changes to policy or practuce can have unintended consequences. - Politics vs. Policy: Building partnerships with new appointees, by Ron Sanders and Mike Mears
Sage advice on how to approach the Presidentail Transition in a constructive way(GovExec.com).
- Why Do They Keep Reorganizing? by Mike Mears
Might their be a better way to improve your organization?
- Tips for Change Agents, by Don Jacobson
How to build support for your big idea.
- Time for a Change: How agencies are transforming business practices to meet customer needs
Terrific report by the Partnership for Public Service with cases studies involving customer-focused change initiatives at three Federal agencies.
- The Four Building Blocks of Change, by Tessa Basford and Bill Schaninger
Article from the McKinsey Quarterly about influencing employee mindsets and behaviors as a means to drive change. - The 3 Questions, by William Bridges
Useful tips on helping your team adjust to change. - Slow Ideas, by Atul Gawande
Article from The New Yorker about getting people to adopt new practices.
Books
Certainty: How Great Bosses Can Change Minds and Drive Innovation
In his new book, Mike Mears focuses on making leadership easier by using practices that align with human nature. Drawing on neuroscience and psychology, he starts with the observation that our primitive (or survival) brain has us all continuously scanning our environment for danger – even in a typical office setting, where true mortal peril rarely exists. This has real implications at work, as our human instincts make us naturally resist change. A central function of leadership is to bring about change, so -- for leaders -- the biggest obstacle to success is nothing less than human nature. What can we do about that? Mears offers numerous practical actions that leaders can take to help their employees feel safe while reducing the uncertainty related to the change. Highly recommended.
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Building the Bridge as You Walk on It: A Guide for Leading Change
In this superb sequel to Deep Change, Robert Quinn
introduces us to the "fundamental state of leadership"--a state
of being in which we are other-focused, externally
open, internally-directed, and purpose-centered. Quinn
contrasts the fundamental state of leadership with the
"normal state," in which we are self-focused, internally
closed, externally-directed, and comfort-centered. Includes
many great stories as well as reflective exercises that can help
readers on the path to deep change. Click
here to read chapter 1.
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Deep Change: Discovering the Leader Within
This thought-provoking book starts with the premise that deep
changes in an organization must begin with deep changes with the
individuals in that organization--whether they be the CEO or
a mid-level manager. Quinn argues that too many people--and
organizations-- choose "slow death" (i.e. incremental change or even
inaction) over "deep change" even though it is often only deep
change that can rejuvenate them. Includes many terrific
stories that provide new perspectives on change and
self-empowerment.
Highly recommended.
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