Organizational Change – Part 4: Scaffolding and Hooks

Much of creating organizational change involves finding ways to successfully get individuals to remember and recall new information at the right time to change an existing habit. Often, these new ideas and concepts are complex, and until humanity invents Matrix-style knowledge uploading, we’re limited to what we can convey in low-bandwidth and faulty human communication. There are, however, a few tricks in how to structure and present information that I have found helpful to improve success rates here.

Organizational Change – Part 3: Sisyphus and Successful Execution

condemned to forever roll a boulder up a hill in Hades. He’s also a useful character when it comes to thinking about using our time effectively. I have seen many leaders of organizations recreate their own personal Sisyphean reality by failing to focus their attention.

Organizational Change – Part 1: Viral Ideas

Emerging from the last year and a half, most of us are still processing the reality of a world with COVID. The way we see and experience everything has shifted — many of us have learned far more about epidemiology and microbiology than ever before. Before 2020, the notion of “viral spread” may have seemed abstract or cliche — now, we think of it as literal. But this understanding can actually work to our advantage if we apply it in practical ways that inspire how we act.

Manager Tools: Capturing and Routing Information

One of the values of a good manager is effective communication — getting people the right information at the right time. This requires gathering, sifting, and routing the deluge of information available from meetings, emails, research, slack, etc.. It’s is hard to do well, and impossible to perfect. We can, though, use tools to improve our abilities beyond what our brains are naturally capable of though.