About this Presentation
This is a two session presentation. This is session 2. In session 1, we discussed: Dialectic and didactic overview, dialectic arguments and local/local clouds, synthetic example, difficult conversations, where the UDE’s hide, security and satisfaction. In this session 2 I cover: Dialectic and didactic review, didactic arguments and local/global clouds, Machiavelli and the change matrix, synthetic example, security and satisfaction, several general forms, self-interest and common-interest. The B-D side of the cloud deals with the local view while the C-D’ side deals with the global view of the problem. The matrix of the local view is presented showing the benefits of the part and the detriments to the part. The global matrix is presented showing the solution of the whole and the problems of the whole. The similarity relationships between the didactic matrix and the change matrix are discussed. A discussion of a Machiavelli quotation is given related to positives and negatives of change. The ABC versus MRP cloud (local to local cloud) is revisited and structured as a local global cloud with drum buffer rope and throughput accounting on the global side to meet the requirement of increase of throughput. The local to local cloud from session 1 is solved here as a local global cloud here with the implementation of drum buffer rope and throughput accounting. Efrat’s cloud is also revisited in addition to self and common interest as local global clouds.
What Will You Learn
To help you get the most value from this session, we’ve highlighted a few key points. These takeaways capture the main ideas and practical insights from the presentation, making it easier for you to review, reflect, and apply what you’ve learned.
Didactic arguments and local global clouds can be used to address conflicts in organizations, particularly those related to change management.
Understanding the dichotomy of self-interest and common interest is crucial for effective change management. Self-interest and common interest must be aligned for successful change.
Resistance to change is often rooted in fear of losing control and the insecurity of the unknown. Addressing these fears and insecurities is key to overcoming resistance to change.
Instructor(s)
