coherence making

More good things happen;fewer bad things happen.

Change &Implementation

“It is not the pace of change that is the culprit, it is the piecemealness and fragmentation that wears us down.”

(Fullan, 2003)

Coherence Making

Creating Knowledge

Culture of Change

Sharing Knowledge

Leadership Style

Teams & Groups

Chaos

CultureStructure

In many organizations, the problem is not the absence of innovations but the presence of too many disconnected, episodic, piecemeal projects with superficial implementation.

Change is Complex and Chaotic

VisionSkillsIncentivesResourcesAction Plans Results

Confusion Anxiety Resistance Frustration Treadmill Inertia

Features of Coherence Making• Lateral Accountability• Shared Commitment• Sorting

Feature of Coherence Making• Lateral AccountabilityAn interactive, collaborative system

Feature of Coherence Making

• Shared CommitmentA common understanding of the responsibility

to selected ideas and paths of action

Feature of Coherence Making

• SortingA process embedded in knowledge creation

and sharing.

• What words come to mind when you think about “living on the edge of chaos”?

• What leadership characteristics do you have to create conditions for coherence making?

• What leadership characteristics might you need to develop to create coherence making?

LEADERS

• Leaders embrace change because without change no real progress is made.

• Leaders know that our organizations are living organizations with characteristics that promote change and progress.

Change is Complex and Chaotic

VisionSkillsIncentivesResourcesAction Plans Results

Confusion Anxiety Resistance Frustration Treadmill Inertia

What happens when all aspects of change are not considered?

Vision+Skills+Incentives+Resources+Action Plans+Results=Change

Skills+Incentives+Resources+Action Plans+Results=????

Change is Complex and Chaotic