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Change: It’s an infection, not broadcasting!

Again and again I hear and read that we have to meet the people on their ground and have to win them over for a successful change. I consider this very encroaching and paternalistic. Since people don’t resist change, but being changed, as Peter Senge already stated, trying to win people over automatically leads to passive-aggressive resistance. A completely different strategy helps to ensure that the change penetrates the organisation well: starting from a few “influencers”, people infect each other with the new behaviour underlying the change as if it were a virus.

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The Agile Transformation as a Joint Learning Journey

Agile transformation is not a change project designed by consultants and ordered by top management, however much some people selling panaceas may propagate it. Agile transformation is a joint learning journey that includes all levels of the hierarchy. The task of leadership in transformation is first to explain the purpose of change and to determine the new course, but then to take a step back and create a framework in which those affected can courageously embark on the joint learning journey of transformation.

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The Company as Workshop for Prosperous Life

This is the title of a central chapter in Bodo Janssen’s new book “Kraftquelle Tradition. Benediktinische Lebenskunst für heute” (Amazon Affiliate-Link). Companies are more than just places of value creation and their purpose certainly is not profit. The economic success is the result of the self-actualization of the members in this workshop for prosperous life. A refreshingly different way of looking at companies and the purpose of companies, in which the human being is not only a means, but is actually at its core.

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Less Is More: Knowledge Work Requires (Also) Idleness

Less working hours lead to more and better results. What may sound absurd has recently been impressively demonstrated by Microsoft in Japan. In August, all 2,300 employees had five Fridays off – with the same salary, mind you. The result of this experiment were happier employees and 40% more productivity. More working time does not automatically lead to more or better results in knowledge work. Nevertheless, the culture in many organizations is characterized by the simple formula “more attendance = more work = more performance = more career,” as Cawa Younosi, Head of Human Resources and member of the Executive Board of SAP Germany, put it in an interview on the change in values regarding working time. So it’s high time to correct this formula in our minds and unleash people’s creative potential through a better balance between focus and idleness.

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