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Navigate Change Management: Set Your Nonprofit Up For Success

Bloomerang

So, how can we strategically navigate change? It is one thing to adopt certain principles for how you will navigate change personally, but things get even more complicated and interesting when you are navigating change management as a unit, group, family, or organization. Unplanned change – responding to the unexpected.

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The Live Enterprise Model

Eric Jacobsen Blog

IT systems are evolving from static processing engines to agents of change. And even change management is changing as well. In their book, the authors use eight themes to offer guidance on how to change perspective and view the enterprise as a living organization, enabled by technology. First, get connected.

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Study the Data, But Eat the Cake—Put the Human Factor Forward

.orgSource

Sunk cost fallacy is that soul-sucking tendency to continue investing time, money, or effort into activities that are clearly failing. Machine Learning, predictive modeling, and natural language processing are a few of the ways AI makes data more meaningful. You saw the word SALE and bought the overpriced widget.

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6 New Years resolutions for your association to have a better 2024

Nimble AMS

It’s time for your association to make New Years resolutions for 2024. Set your organization up for success in 2024 by considering what ineffective p ractices you need to leave in the past. When your association chooses to leverage innovative association management software (AMS), you can automate crucial staff processes.

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Noodling Around Change Management and Social Media Adoption

Beth's Blog: How Nonprofits Can Use Social Media

I asked for some recommendations on Twitter for the best practical sources for change management. Joitske recommend Learning To Change. She also pointed me to an older post on her blog about one of theories of change in the book based on thinking styles. Everything changes autonomously, of its own accord. ".

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Change Management = Changing Mindset

sgEngage

Mostly we think of this as time spent on a task. But the other more nefarious cost is the amount of time it takes others to aid in completing work outside of their department. Furthermore, the taxing workload degrades our faculty and staff’s time, willingness, and effort. The internal stakeholders are the key to success.

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Navigating the Conundrum of Auxiliaries

VQ Strategies

At the same time, these assessments consistently reveal challenges, including: Lack of clarity or agreement about the purpose of the council/auxiliary; Lack of diversity among council membership; Membership requirements that are simply not appealing to younger and more diverse members (e.g., A Path to Change. Sustaining the Change.