tag:blogger.com,1999:blog-8083788690470870386.post-86114464512042614232008-03-11T22:09:00.001Z2008-03-11T22:13:31.896Z<p>In this fifth instalment, we take a look at how <i style="">Viral Change</i> differs from the traditional change management in its view on cause-effect and interventions in the organisation. </p> <p>The <b style="">conventional approach</b> is linear dynamics territory: big problems require big changes and a proportionate change management programme. Change progresses in a steady, measurable way (milestones and calendars). The programme has a distinct Tsunami effect and the bigger the tsunami the better. ‘We have to catch all at the same time with the same intensity’</p> <p><b style=""><i style="">Viral Change</i></b>, however, has a clear non-linear dynamics view: big changes may require a small set of key and meaningful actions or (new) behaviours. The programme resembles the butterfly management effect: small initial change in key areas suddenly appears widespread, possibly ‘revolutionary’ (phase transition and tipping points).</p> <p>If you want to read more about <i>Viral Change</i>, you can read it all in my book of the same title: <i><a href="http://www.thechalfontproject.com/books.cfm">Viral Change: the alternative to slow, painful and unsuccessful management of change in organisations</a></i>.</p>Dr Leandro Herrerohttp://www.blogger.com/profile/09438770565778697303noreply@blogger.com