Change theory & practice; Technical depth

In the Jan/Feb Calibration column (SaskBusiness Magazine) I wrote about how Diane Craig, CEO Ford Canada, advocated for the importance of a safe environment, stating that she “cannot fix a secret,” and therefore people must feel safe in admitting their mistakes. This month I am going to write in a more technical format in an effort to reveal the theory and psychology behind Craig’s statements.


(NOTE: though this is technical speak, and intended for organizational life – change is a constant for all of is as individuals – I hope that you find substance here for you personal life as well) The basic construct of change theory (Kurt Lewin 1947, last update 2011) can be distilled to three main stages: unfreeze, movement and refreeze. Lewin held the perspective that opposing forces supported the stability of human  Please Continue Reading …

Resilience…as a process

Published in SaskBusiness, December 2012…

It is well known that organizations need to be healthy in three key areas: resources (skills and tools), systems (processes and procedures), and culture (values, behaviors and practices).

It is logical that those who tend to their culture through nurturing practices benefit from having engaged employees. A healthy culture provides a platform in which individuals’ creativity and energy can flow freely. This enables the development of cultivated relationships from which synergy can arise…a synergy that in turn brings forth innovations, which infuse all the key areas mentioned above.

Ford StockFord Share Price (2002-2012)

If synergy is so logical and beneficial, why do so few achieve it? I am coming to believe that it is simple: it takes work. However, simple is not to be confused with “easy”, for we humans are complex creatures. Still, whatever our mission, we will accomplish it with greater impact, sustainability…and ease, when  Please Continue Reading …