Leadership, Strategic Planning
Matthew Harrington
Mastering First Steps in Community Change and ...

Expanding upon the element of the F in the formula, or First Steps (DxVxF>R), it's crucial to understand that this phase is where the rubber meets the road in implementing change. Simply talking about change isn't enough; action must be taken to initiate the transformation process. 

Mastering First Steps in Community Change and Transformation
Leadership, Culture, People
Matthew Harrington
Creating a Clear and Compelling Vision for ...

During the Visioning process, it’s also good to ask the following questions about the current reality as well as the desired future reality. Look for gaps in thinking and identify the action steps that will need to be taken to close the gap.

Creating a Clear and Compelling Vision for Change: Part 2
Leadership
Matthew Harrington
Creating a Clear and Compelling Vision for ...

The Vision needs to be so clear that everyone gets it. No management mumbo-jumbo, no statistics that are meaningless to most people; no negative visioning. The vision needs to capture our imagination so clearly in our mind's eye that we know exactly what it will look like when we get there. A compelling vision transcends mere strategic objectives; it paints a holistic picture of the organization's identity, values, and aspirations. It resonates with employees on a deeply personal level, evoking a shared sense of belonging and commitment to a common cause.

Creating a Clear and Compelling Vision for Change: Part 1
Culture, Leadership, People
Matthew Harrington
Change Champions, Bystanders and The Toxic Few

We explore the dynamics of change within communities, framing stakeholders into three distinct roles: Change Champions, the Toxic Few (Resistors), and Bystanders. We use the Change Bell Curve to emphasize the importance of focusing energy on engaging Change Champions and winning over Bystanders, while not wasting efforts on the entrenched resistance of the Toxic Few. By understanding these dynamics and leveraging effective communication strategies, communities and organizations can navigate change more successfully and foster a culture of growth and adaptation.

Change Champions, Bystanders and The Toxic Few
Strategic Planning, Culture, Leadership
Matthew Harrington
Dissatisfaction with Status Quo and the Case ...

As we continue to journey through the Change Formula, we need to be able to craft a compelling Case for Change within the Change Formula, focusing on dissatisfaction (D). Through communication, leadership support, and a culture of improvement, we address why change is necessary and its implications. Articulating the Case effectively across platforms to build support and counter resistance is crucial.

Dissatisfaction with Status Quo and the Case for Change: Part 2

dissatisfaction

, ,

Dissatisfaction with Status Quo and the Case for Change: Part 1

, ,
Dissatisfaction with Status Quo and the Case for Change: Part 1

The Change Formula, a tool introduced recently, emphasizes the necessity of Dissatisfaction (D) with the status quo for meaningful change to occur. Dissatisfaction stems from various sources within communities or organizations, such as performance gaps, external pressures, cultural misalignment, and leadership issues. Addressing dissatisfaction is crucial as it can lead to resistance, decreased morale, missed opportunities, and hindrance to organizational growth. Real-life examples illustrate the importance of recognizing dissatisfaction and driving change, whether it's transitioning to a team-based organization, expanding regionally for impact, or adapting to evolving EMS models.