State of Flux

Change is happening. Are you ready?

During their pre-flight airplane safety presentation, flight attendants always instruct you to, in case of an emergency, put on your own oxygen mask before assisting those around you. The point being that it would be difficult to help your fellow passengers if you were to be rendered unconscious due to lack of oxygen.

The example is a somewhat tongue-in-cheek metaphor for this month’s cover story, which focuses on individual change as the ember to spark organizational transformation. In "Change Ability," author Stephen K. Hacker offers a unique viewpoint on what it takes to navigate organizational change in the midst of rapid change—"tsunamis of change," as he calls it.

Hacker advocates coaxing individuals to recognize and improve the power we have as individuals, and then harness that collective spirit for transformational strength.

"Having empowered spirits at work that are collectively focused on creating value-added services and products for the changing world is the new imperative," he wrote.

"Personal and group transformation are concerned with expanding consciousness, first individually and then collectively, to tap the creative potential of spirit and allowing individuals, teams and organizations to be more powerful in fulfilling their purpose."

The issue theme—change management—continues with "In the Trenches," in which author Anshuman Tiwari reveals a list of potential pitfalls in implementing a change program. By being aware of these important aspects, you’ll ensure you deliver results and excel in your position and career. Tiwari delivers tip after practical tip for making change happen and sustaining it afterward. There are nuggets of advice I guarantee you could put to work today.

In "Follow the Signs," author Brien Palmer explains how a health behavioral change model can be adapted to apply to all organizations, ensuring their health and vitality.

"No great leap of faith is required to see how the behavior-change model can extend beyond medical applications to other areas of change—in particular, change in the workplace and change driven by a quality initiative," he wrote.

And to round out this month’s features, "Rethinking Treatment," details how one hospital used Six Sigma to change the way it treated patients with high blood sugar. "The team increased the percentage of patients in the optimal glycemic range from 67% to 81%. In addition to achieving tighter glycemic control in a larger percentage of patients, the team also lowered the risk for hypoglycemia." Good bloodwork!

Seiche Sanders

Seiche Sanders

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