Not all goals are amenable to linear change processes. Some prefer being nudged towards actualisation. While there is a range of possible strategic styles and methods, the two contrasted in this post involve linear (logframe) and non-linear (vector-based) theories of change (ToC). These are illustrated in the header image above as the straight line arrow… Continue reading Actors, Factors, and Vectors of Change
Tag: change management
Strategic Causality – Part 2
When ‘strategic causality’ was introduced in an earlier post, it was described as “how causes lead to effects“. Of course, all reflections on strategic planning and decision-making have that recurring theme. Hence, my posts on strategic archery, evaluation, and reflective governance can be seen as background reading for this post (see links below). Dependencies and… Continue reading Strategic Causality – Part 2
Change resistance and response
Context In my previous post, issues encountered by various of my non-profit clients were identified as catalysts for application of an empathy mapping response, in order to gain greater insight into the underlying causes of resistance to change initiatives. The issues and circumstances were summarised as follows: – a CEO dealing with resistance to cultural… Continue reading Change resistance and response
Empathy and Mindfulness in leadership (and life)
Empathy is one of the featured qualities of effective leaders in much of the leadership literature. Henry Mintzberg lists the collaborative mindset, requiring empathy and insight into a network of relationships, as one of The Five Minds of a Manager. Managing self: the reflective mind-set Managing organizations: the analytic mind-set Managing context: the worldly mind-set… Continue reading Empathy and Mindfulness in leadership (and life)