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Digital behavioural change – are you motivated enough?
Do you suffer from confirmation bias? Is it time to add some shades of grey to your arguments to achieve digital behavioural change?
Dr Laurence Lock Lee attempts to add some grey to the black and white. How do you think he goes?
Facilitating Organisational Change with SWOOP
Just take a moment and think about the last 2 or 3 major organizational change programs that you have been party to (or a victim of). Invariably the change will have something to do with wanting to change the way people work and interact with each other in your organization. Perhaps it was triggered by a significant structural change, a merger, or acquisition. Perhaps it was around a major technology refresh. Or perhaps even a significant change in company strategy, triggered by a disruptive change in the marketplace. Whatever the reason, invariably you will be asked to adapt your behavior to become more adaptive, responsive and collaborative; because change has now become a constant.
Leading from the Bottom
Essentially, Quinn’s argument was that the vast majority of jobs in the developed world (around 80%) are now service oriented and competitive advantage now comes from having ‘best in class’ competencies. His inverted hierarchy emphasises the need for line management to “support”, rather than “direct” front line staff in services organisations. Since its publication in the 1980s there has been a plethora of supporting voices from all quarters.