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Leading Change in a Web 2.1 World

Leading Change in a Web 2.1 World: How ChangeCasting Builds Trust, Creates Understanding, and Accelerates Organizational Change

Jackson Nickerson
Copyright Date: 2010
Pages: 150
  • Book Info
    Leading Change in a Web 2.1 World
    Book Description:

    Recent advances in Web 2.0 technology enable new leadership processes and guidelines that can create great value for organizations. In this important new book -the first title in the new Brookings series on Innovations in Leadership -management expert Jackson Nickerson proposes a combination of processes and guidelines utilizing Web 2.0 technology, which he refers to as Web 2.1, that will not only lead and direct change in an organization but actually accelerate it. He calls this set of processes and guidelines "ChangeCasting," and it should be an important part of any organization's leadership toolkit.

    Leading Change in a Web 2.1 Worldprovides fresh insights into why people and organizations are so difficult to engage in change. It explains how web-based video communications, when used in accordance with ChangeCasting principles, can be a keyway to building trust and creating understanding in an organization, thereby unlocking and accelerating organizational change.

    Nickerson introduces us to two Fortune 1000 firms facing dire economic and competitive circumstances. Both CEOs attempted extensive organizational change using web-based video communications, but one used ChangeCasting while the other did not -Nickerson details how ChangeCasting produced positive financial results for the former. He also discusses how ChangeCasting principles were used so successfully by the Barack Obama presidential campaign in 2008.

    The insights presented here will be invaluable to business executives, public officials, students of management and organizations, and anyone who needs to take organizational change from the drawing board to successful implementation and replication.

    eISBN: 978-0-8157-0485-0
    Subjects: Political Science, Technology

Table of Contents

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  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
    (pp. vii-xii)
  4. 1 Introduction: A New Tool for Leaders
    (pp. 1-18)

    After more than thirty years with the same company, Genevieve (Gen) Laneau has gotten her chance to captain the ship. And her ship is neither small nor easy to sail. Production is global, distribution is worldwide, and the Internet, among many distribution channels, plays an important and growing role for both her firm and her competitors. A multibillion-dollar technology enterprise with more than seven thousand workers spread across thirty-five countries, her company is a typical midsize global firm.

    Several competitive storms were on the horizon when Gen took over as CEO. Recently consolidated competitors were expanding, growing revenues, and encroaching...

  5. 2 Managing Change: The Fundamental Test of Leadership
    (pp. 19-28)

    Both Gen and William have recently been appointed CEOs of their respective companies, as was described at the beginning of the previous chapter. Gen had been with her company for thirty years, William for just fifteen. The challenges they faced were diverse, and both newly minted CEOs decided they had to lead their companies through difficult transitions and transformations. For both, leading change would be the biggest challenge they had faced in their careers.

    More than a year earlier the board of directors selected Gen over several other candidates to fill the shoes of the then CEO, George, when he...

  6. 3 Why Leading Change Is So Difficult
    (pp. 29-38)

    Academics have studied organizational change for decades and have developed numerous processes for leading change. The vast majority of the processes discussed in the literature refer in some way to the notion of unfreezing expectations, changing them, and refreezing them again.⁵ Every business student at both the undergraduate and graduate level takes classes on how to lead organizational change. All management consulting firms—whether focusing on strategy, information technology, supply chains, or operational effectiveness—offer change management and implementation services and collectively earn hundreds of millions of dollars or more each year for their guidance. Scores of popular business books...

  7. 4 Enabling Organizational Change
    (pp. 39-58)

    If fear and uncertainty are forces that poison and arrest organizational change, what forces breathe life into it? If you are like most leaders, you probably have been educated to manage organizational change and may be aware of many principles and approaches for doing so. Get the incentives right, build a guiding coalition, unfreeze expectations, adjust many organizational elements at once, get some early and easy wins, punish those who do not comply—these are just some of the prescriptions offered by the scores of managing-change frameworks available. Yet isn’t it precisely the application of these management frameworks that generates...

  8. 5 Accelerating Change in a Web 2.1 World
    (pp. 59-68)

    The term “Web 2.0 technology” refers to new web-based technologies that facilitate communication and secure information sharing, interoperability, and collaboration on the World Wide Web. This somewhat amorphous term comprises, among other things, web-based communities, hosted services, and applications such as social networking sites, video sharing sites, wikis, blogs, vlogs, and so forth.

    The essential feature of Web 2.0 technologies is that they open up new means by which people can communicate with each other. Advances in Web 2.0 technologies, computers, and information technology in combination potentially provide new solutions for conversing with your community to enable and also accelerate...

  9. 6 ChangeCasting Guidelines: THE MESSAGE
    (pp. 69-80)

    Some conversations are better than others, and so, too, can some ChangeCasts be better than others. What can you do to ensure that your message invites conversation instead of silence? Chapter 6 presents five guidelines that can help you craft messages that can lead to a good conversation with your community. Although being a good conversationalist is something of an art form, experience and research have taught me that five guidelines are among the most important practices you can adopt to have a good conversation with your community.

    1. Be brief and regular (communicate every week or two).

    2. Focus...

  10. 7 ChangeCasting Guidelines: THE DELIVERY
    (pp. 81-90)

    No one likes to be embarrassed by looking ridiculous or nonsensical to others. Broadcasting web-enabled video communication to an entire community creates a situation in which many leaders are particularly concerned about the potential for embarrassment. In fact, just as some members of your community fear change, some leaders may fear making fools of themselves and this fear may stop them from using ChangeCasting.

    To help you muster the courage to give ChangeCasting a try, this chapter gives you the information you need to create effective videos that make you look good. There are five guidelines for enhancing the delivery...

  11. 8 ChangeCasting Guidelines: THE VIDEO
    (pp. 91-98)

    Not only your message and its delivery contribute to building trust and creating understanding; so does your appearance on video. You needn’t be a professional videographer to make yourself look good on video; you just need to follow a few basic video techniques to make it easier for people to pay attention to and understand your messages. Chapter 8 offers five video guidelines to improve your ChangeCasts:

    1. Speak to the camera eye-to-eye.

    2. Be close to the camera.

    3. Be distant from the background.

    4. Dress for digital images.

    5. Use the right sound and light.

    A variety of...

  12. 9 Technology for Managing ChangeCasting
    (pp. 99-110)

    Leading Change in a Web 2.1 Worldis predicated on using information technology to manage a conversation with your community. It is therefore indispensable to describe some of the technologies that you can use to make ChangeCasts available to your entire community and to receive anonymous feedback from it. Fortunately, the current state of information technology is such that low-cost, easy-to-use devices and software make it simple for practically anyone to start ChangeCasting with little effort. Technology is not a barrier to ChangeCasting, especially for leaders of small communities. But large organizations offer an opportunity for leaders to use more...

  13. 10 Did ChangeCasting Improve Performance?
    (pp. 111-124)

    By now you may be eager to learn how Gen and William fared in their tests of leadership. Did our CEOs’ attempts to lead change in the context of a Web 2.1 world benefit their communities? Were Gen and William able to sail through rough seas and lead their organizations to higher levels of performance or was the storm too great a challenge for them to successfully navigate? Did both firms perform well? Did one firm do better than the other, and if so, which one? What role did ChangeCasting play in these outcomes?

    Understanding how ChangeCasting was adopted in...

  14. 11 Should You Adopt ChangeCasting?
    (pp. 125-134)

    The stories of Gen and William provide two real-case studies that explore the use and benefits of ChangeCasting for the CEOs of two substantial and complex organizations. Gen implemented the ChangeCasting process and its guidelines, found it sufficiently valuable to continue using it, and led a successful change effort that produced a substantial improvement in performance over a time frame of several years. William, in contrast, tried using web-enabled video but without implementing either the ChangeCasting process or its guidelines. His change efforts were not ultimately successful. The narratives of these two CEOs’ experiences and outcomes are suggestive that ChangeCasting...

  15. Next Steps for Becoming a ChangeCasting Leader
    (pp. 135-136)
  16. NOTES
    (pp. 137-142)
  17. INDEX
    (pp. 143-148)
  18. Back Matter
    (pp. 149-150)