That being said, we can proceed as if the tenants of the story are factually based and there is a population of Emperor Penguins who have always lived on the same iceberg and never migrate. Now that iceberg is "melting" (actually, the threat of breaking apart at fault lines would pose the more imminent threat) and the penguins need to agree first on what is happening and then on a course of action. Create a New Culture. Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. Better still, make all of these steps a central part of the way you live to help you adapt to an ever faster changing world. Consider: Are we putting those who have helped make change happen in leadership roles? Have the scouts been rewarded? How can we institutionalize change, like adding scouting to the school curriculum?” Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. I'm not sure what to say about this book. We were given copies of this book by our management team at work in connection with a pending divisional restructure. I think the book was intended to help us adapt to change but I don't really see a parallel between the fabricated and factually flawed fable of penguins on a melting iceberg and what we are facing at work. Step Three – Develop the Change Vision and Strategy. After searching for ideas and answers, the penguins decided to try something new, “walk around and keep your eyes and minds open.” Along came a seagull that challenged their thinking and intrigued them with his nomadic lifestyle. The team clarified the future vision and established a strategy to make it reality; they too would become a nomadic colony.

Iceberg Is Melting: Changing and [PDF READ ONLINE] Our Iceberg Is Melting: Changing and

Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality. They need to stop killing trees for these kinds of books, even if they are used in 'board rooms and leadership committees'. That being the case, then there is nothing else to be done with your staff development plans but to take the obvious plunge: if you want to explain teamwork through dribble and simple activity -- buy the first few seasons of The Tele-Tubbies on video. Admit it, this is what US corporate culture has become, because this is where your leadership took them.If there are a number of elementary school level books that discuss change, then is change actually possible when there is no shortage of newly published reflux in this genre? If a person in your organization does not 'get the message' the first time -- then how is another simpleton leadership book about Willy the Sloth or Timmy the Train going to convince them otherwise? Foreword by Spenser Johnson: One the surface, the story of this book appears to be a fable that is relatively easy to grasp, but it does subtly impart an invaluable lesson on change. The book covers John Kotter’s Eight Steps to bring about successful organizational change and can be equally useful for a high-school student as it is for a CEO of a multi-national organization.

Our Iceberg Is Melting by John Kotter, Holger Rathgeber

By publishing your document, the content will be optimally indexed by Google via AI and sorted into the right category for over 500 million ePaper readers on YUMPU. Empower Others to Act. Remove as many barriers as possible so that those who want to make the vision a reality can do so. Encourage others to remove barriers and make true innovation happen.”The characters in the story—Fred, Alice, Louis, Buddy, the Professor, and NoNo—are like people you probably recognize in your own organization, including yourself. Their tale is one of resistance to change and heroic action, seemingly intractable obstacles and clever tactics for dealing with those obstacles. The penguins offer an inspiring model as we all struggle to adapt to new circumstances. The dramatic meeting, Louis’s “we are not an iceberg” speech, Buddy’s storytelling about the seagull, the countless ice-posters, and the talking circles began to have the desired effect. Many birds, though hardly all, came to see and accept what they had to do. Complacency, fear, and confusion continued to decrease. What had started out with a threat had turned, at least in a number of bird heads and hearts, into an opportunity. Optimism and excitement grew. Communicating the new vision of a nomadic life, of a very different future, was for the most part remarkably successful.” We need to remind the birds of what they have heard, and remind them all the time. The meeting this morning was brief. Some of the colony were not here. The message is radical. We need much more communication—every day, everywhere.”