<?xml version="1.0" encoding="UTF-8"?>
 <rdf:RDF xmlns="http://purl.org/rss/1.0/" xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:taxo="http://purl.org/rss/1.0/modules/taxonomy/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:cc="http://web.resource.org/cc/" xmlns:syn="http://purl.org/rss/1.0/modules/syndication/" xmlns:admin="http://webns.net/mvcb/">
  <channel rdf:about="http://pinboard.in">
    <title>Pinboard (gordonr)</title>
    <link>https://pinboard.in/u:gordonr/public/</link>
    <description>recent bookmarks from gordonr</description>
    <items>
      <rdf:Seq>	<rdf:li rdf:resource="http://herkules.oulu.fi/isbn9514267303/html/x820.html"/>
	<rdf:li rdf:resource="http://herkules.oulu.fi/isbn9514267303/html/x627.html"/>
	<rdf:li rdf:resource="http://herkules.oulu.fi/isbn9514267303/html/index.html"/>
	<rdf:li rdf:resource="http://mikeclayton.wordpress.com/2011/11/16/falling-off-the-curve-six-ways-your-change-project-can-fail/"/>
	<rdf:li rdf:resource="http://www.cognitive-edge.com/blogs/dave/2012/01/rose_tinting.php"/>
	<rdf:li rdf:resource="http://www.peterme.com/2012/01/23/the-frontier-of-user-experience/"/>
	<rdf:li rdf:resource="http://smartpei.typepad.com/robs_thoughts/2009/06/the-new-reality-of-engagement-stories-that-drive-action.html"/>
	<rdf:li rdf:resource="http://www.youtube.com/watch?v=-bJp_OShoyQ"/>
	<rdf:li rdf:resource="http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/index_html"/>
	<rdf:li rdf:resource="http://blogs.zdnet.com/projectfailures/?p=6885"/>
	<rdf:li rdf:resource="http://www.mindtools.com/pages/article/newPPM_82.htm"/>
	<rdf:li rdf:resource="http://www.business-strategy-innovation.com/2009/07/culture-is-as-culture-does-enterprise.html"/>
	<rdf:li rdf:resource="http://www.cultureby.com/trilogy/2008/03/an-anthropologi.html"/>
	<rdf:li rdf:resource="http://en.wikipedia.org/wiki/Transtheoretical_Model"/>
      </rdf:Seq>
    </items>
  </channel><item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/x820.html">
    <title>Model of commitment nets</title>
    <dc:date>2012-09-06T18:56:42+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/x820.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Inspired by the writings of Winograd, Flores and Spinosa (Winograd & Flores 1987, Flores & Spinosa 1998) the concept of commitment nets emerged. Commitment net is a net of commitment characteristics and their relationships, which together describe the process of commitment. The characteristics, relationships and actors acting them out are identified and described in this section on the basis of the analysis.]]></description>
<dc:subject>commitmentnet flores management hr change net commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:c41991d7c949/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitmentnet"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:flores"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:net"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/x627.html">
    <title>Summary - towards a typology of commitment</title>
    <dc:date>2012-09-06T18:55:38+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/x627.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Commitment is a state of attachment that defines the relationship between an actor (an individual, a group or an organization) and an entity (commitment target). This relationships takes different forms (affective, continuance, normative and instrumental) which share certain common aspects (focus, strength, terms and durability) in all the forms of commitment.]]></description>
<dc:subject>theory research definition hr management change commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:7c68edee2cb4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:theory"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:research"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:definition"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://herkules.oulu.fi/isbn9514267303/html/index.html">
    <title>The Role of Commitment in Software Process Improvement</title>
    <dc:date>2012-09-06T18:37:41+00:00</dc:date>
    <link>http://herkules.oulu.fi/isbn9514267303/html/index.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[On this basis, this thesis suggests that the commitment phenomenon is better explained through what can be called strategic, operational and personal commitment nets. This framework can be used for analyzing the unfolding and alteration of commitment towards a specific entity, in this case a software process improvement endeavor, through time and changing circumstances.]]></description>
<dc:subject>flores critique hr management change networks commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:498e41244c25/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:flores"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:critique"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:networks"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://mikeclayton.wordpress.com/2011/11/16/falling-off-the-curve-six-ways-your-change-project-can-fail/">
    <title>Falling off the Curve: Six Ways your Change Project can Fail | Shift Happens!</title>
    <dc:date>2012-09-06T18:21:39+00:00</dc:date>
    <link>http://mikeclayton.wordpress.com/2011/11/16/falling-off-the-curve-six-ways-your-change-project-can-fail/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The Patterson-Connor Commitment Curve is an excellent model of the stages of change.  However, for me, its greatest use is in understanding and predicting the modes of failure.  A lot of learning research shows we learn best from our failures, so I speculate that we may plan best when we identify failure modes and plan for them.  At the very least, this approach addresses planning fallacy (irrational belief that our plans are somehow “right”) head on!]]></description>
<dc:subject>management hr change curve commitment</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:d2dde85cd617/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:hr"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:curve"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:commitment"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cognitive-edge.com/blogs/dave/2012/01/rose_tinting.php">
    <title>Rose tinting</title>
    <dc:date>2012-02-04T01:17:58+00:00</dc:date>
    <link>http://www.cognitive-edge.com/blogs/dave/2012/01/rose_tinting.php</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[presents and futures]]></description>
<dc:subject>cynefin complexity snowden change management complicated</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f16fa601e4ad/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cynefin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:snowden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complicated"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.peterme.com/2012/01/23/the-frontier-of-user-experience/">
    <title>The Frontier of User Experience</title>
    <dc:date>2012-02-04T01:10:29+00:00</dc:date>
    <link>http://www.peterme.com/2012/01/23/the-frontier-of-user-experience/</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[organizational change is where it's at.]]></description>
<dc:subject>ux peterme adaptivepath organizational change user experience</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:cd45ab2bf7df/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:ux"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:peterme"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:adaptivepath"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:organizational"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:user"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:experience"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://smartpei.typepad.com/robs_thoughts/2009/06/the-new-reality-of-engagement-stories-that-drive-action.html">
    <title>Rob's Thoughts: The New Reality of Engagement - Stories that Drive Action</title>
    <dc:date>2010-03-31T17:54:38+00:00</dc:date>
    <link>http://smartpei.typepad.com/robs_thoughts/2009/06/the-new-reality-of-engagement-stories-that-drive-action.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Why should we measure story in a new way?  Because using story well is our great chance in public media to be the leaders of our time. To help Americans take back their power to control their lives and their communities. 

How do we do this?
]]></description>
<dc:subject>storygarden cynefin narrative engagement change culture collaboration</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:f3da9fef7053/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:storygarden"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cynefin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:narrative"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:engagement"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:collaboration"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.youtube.com/watch?v=-bJp_OShoyQ">
    <title>YouTube - Adapting the Cynefin Framework to Encompass Systemic Change</title>
    <dc:date>2009-12-01T04:07:37+00:00</dc:date>
    <link>http://www.youtube.com/watch?v=-bJp_OShoyQ</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[This is a short clip from a recent lecture I gave at the LSE Complexity Programme, integrating Dave Snowden's Cynefin Framework with Gunderson and Holling's Cycle of Adaptive Change.

This adds the time dimension to Snowden's Framework and adds a strategic knowledge dimension to the Cycle of Adaptive Change. This provides queues for knowledge and action during different kinds of transition, which provides a theory-driven evidence base for strategic action during times of dynamics uncertainty.
]]></description>
<dc:subject>cynefin adaptive change complexity resilience noahradford</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:b93c7d0a4791/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:cynefin"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:adaptive"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:complexity"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:resilience"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:noahradford"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/index_html">
    <title>JISC infoNet - Adoption of Change</title>
    <dc:date>2009-11-27T23:49:35+00:00</dc:date>
    <link>http://www.jiscinfonet.ac.uk/infokits/change-management/adoption/index_html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Conner and Patterson (1982) propose a total of 8 stages (see figure below) for an organisation or a person to go through when becoming committed to a change goal. The authors claim that each stage indicates a critical juncture, in which commitment can be threatened. This is shown in the illustration below. If a stage is completed successfully, advancement to the next stage is possible. If not, the downward arrows indicate the result.
]]></description>
<dc:subject>change innovation management diagram culture</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:700326a1435e/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:innovation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:diagram"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:culture"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://blogs.zdnet.com/projectfailures/?p=6885">
    <title>Resistance to change: The real Enterprise 2.0 barrier | IT Project Failures | ZDNet.com</title>
    <dc:date>2009-11-20T22:41:15+00:00</dc:date>
    <link>http://blogs.zdnet.com/projectfailures/?p=6885</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The 2.0 Adoption Council’s growth makes clear that Enterprise 2.0 has evolved from an amorphous set of activities and goals into a valuable corporate focus point. Despite enthusiasm, however, we must recognize that Enterprise 2.0 adoption is subject to the same issues and obstacles as any other business transformation initiativ
]]></description>
<dc:subject>enterprise2.0 change business statistics e2conf failure</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:1dae283078c4/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:business"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:statistics"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:e2conf"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:failure"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.mindtools.com/pages/article/newPPM_82.htm">
    <title>Kotter's 8-Step Change Model - Implementing change powerfully and successfully</title>
    <dc:date>2009-11-20T18:29:50+00:00</dc:date>
    <link>http://www.mindtools.com/pages/article/newPPM_82.htm</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[There are many theories about how to "do" change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, "Leading Change." We look at his eight steps for leading change below.
]]></description>
<dc:subject>change management kotter model</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:45064ef57bdf/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:management"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:kotter"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:model"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.business-strategy-innovation.com/2009/07/culture-is-as-culture-does-enterprise.html">
    <title>Blogging Innovation: Culture Is as Culture Does - Enterprise 2.0 - Latest innovation articles, videos, and insights</title>
    <dc:date>2009-07-27T18:44:51+00:00</dc:date>
    <link>http://www.business-strategy-innovation.com/2009/07/culture-is-as-culture-does-enterprise.html</link>
    <dc:creator>gordonr</dc:creator><dc:subject>enterprise2.0 culture change</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:d3668fe1d2c2/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:enterprise2.0"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:culture"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://www.cultureby.com/trilogy/2008/03/an-anthropologi.html">
    <title>This Blog Sits at the: An anthropological report from inside the corporation</title>
    <dc:date>2008-03-19T02:17:39+00:00</dc:date>
    <link>http://www.cultureby.com/trilogy/2008/03/an-anthropologi.html</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[Readers will know the drill. Twenty people, 3 facilitators, a blank and anonymous room, lots of flip charts, stacks of stickies, everyone's name in plexiglass, all of us seated in a square. In a hundred years historians and anthropologists are going to wa
]]></description>
<dc:subject>grantmckracken corporation brainstorming change process anthropology</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:46d082b2b788/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:grantmckracken"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:corporation"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:brainstorming"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:process"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:anthropology"/>
</rdf:Bag></taxo:topics>
</item>
<item rdf:about="http://en.wikipedia.org/wiki/Transtheoretical_Model">
    <title>Transtheoretical Model - Wikipedia, the free encyclopedia</title>
    <dc:date>2008-01-18T18:11:16+00:00</dc:date>
    <link>http://en.wikipedia.org/wiki/Transtheoretical_Model</link>
    <dc:creator>gordonr</dc:creator><description><![CDATA[The transtheoretical model of change in health psychology explains or predicts a person's success or failure in achieving a proposed behavior change, such as developing different habits. It attempts to answer why the change "stuck" or alternatively why th
]]></description>
<dc:subject>change model psychology behaviour health</dc:subject>
<dc:identifier>https://pinboard.in/u:gordonr/b:72a1b4b4f126/</dc:identifier>
<taxo:topics><rdf:Bag>	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:change"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:model"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:psychology"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:behaviour"/>
	<rdf:li rdf:resource="https://pinboard.in/u:gordonr/t:health"/>
</rdf:Bag></taxo:topics>
</item>
</rdf:RDF>