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	<title>Delta7 Change Ltd</title>
	<link>http://www.delta7.com</link>
	<description>Transforming your organisation one conversation at a time</description>
	<lastBuildDate>Thu, 16 May 2013 20:02:25 +0000</lastBuildDate>
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		<title>The management merry-go-round:  An employee perspective on restructuring</title>
		<description><![CDATA[I was talking once to a railway worker who described his life in one of the UK&#8217;s railway franchises:  Every so often a new franchise owner would bring in a new set of excited managers to play with the railway set, but the railway set itself never fundamentally changed.  This guy had been doing the [...]]]></description>
		<link>http://www.delta7.com/the-management-merry-go-round-an-employee-perspective-on-restructuring/</link>
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		<title>Is social media a faustian bargain?</title>
		<description><![CDATA[I use my iphone, facebook, email and text all day most days, so I can&#8217;t say Im a luddite. I sometimes wonder how could I live without it. When one is so embedded in something it is often no longer possible to objectiviely critique it anymore. In conversations about the merits of social media, I [...]]]></description>
		<link>http://www.delta7.com/is-social-media-faustian-bargain/</link>
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		<title>Early Visual Dialogue</title>
		<description><![CDATA[Tweet This Post]]></description>
		<link>http://www.delta7.com/early-visual-dialogue/</link>
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		<title>Office alert</title>
		<description><![CDATA[Situation grim after outbreak of hostilities STOP Heated exchanges STOP Must restore communication lines before combat zone spreads! STOP - Paul Tweet This Post]]></description>
		<link>http://www.delta7.com/office-alert/</link>
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		<title>Uninspiring Frank</title>
		<description><![CDATA[What needs to happen in our public and private sectors so that our senior managers can be the great leaders they aspire to be? - Caitlin Walker http://www.trainingattention.co.uk/ Tweet This Post]]></description>
		<link>http://www.delta7.com/uninspiring-frank/</link>
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		<title>A senior leader&#8217;s response to public sector reform</title>
		<description><![CDATA[I heard this at a recent conference on the public services, and it really resonated with a lot of people in the audience when I drew it up on a wall. Does this resonate with your experience? what is it like for you? Tweet This Post]]></description>
		<link>http://www.delta7.com/public-sector-reform/</link>
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		<title>Social Media</title>
		<description><![CDATA[For some companies, Social Media doesn’t feel very much like the game-changing innovation that the gurus would have us all believe. Instead it’s a dangerous world where control of our brand message has been wrested from us and our reputation is in the hands of a digital crowd whose behaviours we don’t understand. And what [...]]]></description>
		<link>http://www.delta7.com/social-media/</link>
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		<title>The volume-value heuristic, or Why do change programmes produce so many pieces of paper?</title>
		<description><![CDATA[&#8220;Volume=value&#8221; is hard-coded into our DNA, because at an animal level volume=survival.  Somewhere deep inside us all is a squirrel for whom a bigger nut hoard is a few days&#8217; less hunger.  You can feel this instinct every time you &#8220;Buy one get one free&#8221; when you don&#8217;t need one let alone two. I think [...]]]></description>
		<link>http://www.delta7.com/the-volume-value-heuristic/</link>
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		<title></title>
		<description><![CDATA[A theme we often hear in engagement sessions  with employees is that middle management are more concerned with productivity than quality.  The situation is invariably stated as an either/or &#8211; &#8220;they&#8221; care about productivity, &#8220;we&#8221; care about quality.  Digging deeper there is invariably misinformation on both sides, but what interests me most in this sketch [...]]]></description>
		<link>http://www.delta7.com/3403/</link>
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		<title>The hidden Dimensions of Change</title>
		<description><![CDATA[This picture was inspired by a talk I attended a few months ago by Robert Marshak, an American OD researcher specialising in covert processes in organisations. [click on the image to see a bigger version] Due to the difficulties of discussing unspoken stuff it often stays under the table. This can severely impact the bottom [...]]]></description>
		<link>http://www.delta7.com/hidden-dimensions-of-change/</link>
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		<title>Working Together</title>
		<description><![CDATA[&#8216;Unity&#8217;, &#8216;integration&#8217;, &#8216;one single truth&#8217; – these are common themes in the target operating models we&#8217;ve recently been helping our clients develop. One motivation for doing this is often the desire to get people working together better, breaking down the ubiquitous &#8220;silo mentality&#8221;. There are major challenges to implementing such an operating model, particularly, as [...]]]></description>
		<link>http://www.delta7.com/working-together/</link>
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		<title>Stuckness Cycle</title>
		<description><![CDATA[In a situation of apparent gridlock where everyone is waiting for someone else to change or move first, &#8220;When they change the way they do that, I&#8217;ll be able to change the way I do this&#8221; is a familiar story. But what are the &#8216;payoffs&#8217; for thinking this way? What are the limitations? And what [...]]]></description>
		<link>http://www.delta7.com/stuckness-cycle/</link>
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		<title>Anti-Gandhi</title>
		<description><![CDATA[The perception that senior managers are not demonstrating the behaviour they are advocating for their workforce is a common problem with engagement in organisational change processes. We always ask the sponsor of our projects &#8220;In what ways are you and your team embodying the changes you&#8217;d like to see across the organisation?&#8221; By leading through [...]]]></description>
		<link>http://www.delta7.com/anti-gandhi/</link>
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		<title>Business as Usual</title>
		<description><![CDATA[In the midst of a change process, the ever-increasing burden of additional projects can get in the way of ‘business as usual’. The response tends to involve forging onwards, battling forth, moving faster and faster, but it is often a war of attrition. Just how far is it possible to carry on like that? In [...]]]></description>
		<link>http://www.delta7.com/business-as-usual/</link>
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		<title>Nurture</title>
		<description><![CDATA[We all know that we are expected to look after our teams and take care of them, but do we put the same effort into taking care of our selves? If not why not? Tweet This Post]]></description>
		<link>http://www.delta7.com/nurture/</link>
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		<title>Paradox</title>
		<description><![CDATA[How can we keeping getting more for less? This metaphor reflects a common experience for many senior managers. All businesses seem to be going through this, and it can feel like an unresolvable paradox. How do you experience this challenge? Tweet This Post]]></description>
		<link>http://www.delta7.com/paradox/</link>
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		<title>Change Lever</title>
		<description><![CDATA[Conversation Starter]]></description>
		<link>http://www.delta7.com/change-lever/</link>
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		<title>Response</title>
		<description><![CDATA[No change comes with some kind of discomfort or reaction, as it can often feel like a threat to our status quo. People react in different ways, what kind of patterns of reaction have you seen recently? Tweet This Post]]></description>
		<link>http://www.delta7.com/response/</link>
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		<title>How do you engage employees with a vision? Like this.</title>
		<description><![CDATA[We take our own medicine as we engage with our future as a growing business. Those of you who provide professional services will know just how challenging – but also how necessary – it can be to take a dose of your own medicine sometimes. Despite the economic downturn the Delta7 team has grown rapidly [...]]]></description>
		<link>http://www.delta7.com/how-engage-employees-with-a-vision-like-this/</link>
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		<title>Walking the talk</title>
		<description><![CDATA[The sure-fire way to make your company values meaningless is to demonstrate that you are unwilling – or unable – to practice them yourself.  We’ve lost count of the number of times we’ve heard this line “leaders don’t walk the talk” when it comes to the company values. For a leader to fail to embody [...]]]></description>
		<link>http://www.delta7.com/walking-the-talk/</link>
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