I'm listening to talks about where change happens in organisations. @Digitaltonto says it's a myth that change starts "top-down" or "bottom-up". That doesn't reflect the reality because the entire spectrum of change - from active support to active resistance - can be found at every level. Rather, change happens "side-by-side" through small groups, loosely connected, united by a common purpose. They create the power for change not through where they sit in the organisation but by building social connections: greg-satell.medium.com/why-c… #AOM2023

The Danish group @InnovisorInc has identified "6 change blockers" based on analysis of networks/influence/change with organisations in 70+ countries. The 6 blockers are: 1) Leadership cohesion - leadership teams are more siloed than any other kind of team 2) The fragmentation or even disconnection of internal teams 3) Misalignment between the senior team & the people in the organisation who are most influential 4) Disengagement & lack of commitment to the change from employees 5) Lack of leadership follow through 6) A project team that has not been set up for success innovisor.com/wp-content/upl… Thank you @JeppeHansgaard

Some organisations, wanting to avoid "communication overload" put strict controls on who can communcate to people in the system. Yet new research shows people prefer to be over - rather than under - communicated with. It signals good intent: gsb.stanford.edu/insights/wh… V @stanfordgsb

Recognition at work matters. People who feel "recognised" by leaders are 40% more engaged. There's a growing movement towards "reflective recognition" where leaders get their team members to reflect on & share what they're proud of & why: hbr.org/2022/10/a-better-way… By @BeyondThankU

One of the most important roles a team leader undertakes is building team emotional intelligence: tuning into team emotions, fostering strong work relationships, building trust & a conducive environment within the team. Superb blog & sketchnote by @tnvora: qaspire.com/2022/06/27/foste…