For the third consecutive year, and fifth in the last seven years, Karl J. Krayer, President of Creative Communication Network, has accepted the invitation to speak at the Cowtown Conference of the American Society for Quality, to be held in Fort Worth on April 21, 2017.
The site for the conference is the Radisson Hotel Fort Worth, on Fossil Creek on Meacham. For registration information, contact Chris Hayden at .
At the bottom of this post are two pictures from Krayer’s presentations last year at the conference.
The two presentations will both be in the Leadership track for programs at the conference. The first one is a repeat of a presentation Krayer has given twice before at the conference. He was asked to deliver an encore presentation due to the extraordinary high marks given by participants on their program evaluations last year. Here is a description:
Organizing Change for Productivity and Results
Quality initiatives in most organizations typically involve changes in methods, processes, priorities, and other factors. People don’t resist change. They resist initiatives in which they are uninvolved and uninformed, which produce chaos and uncertainty, and which are imposed upon them. This type of change results in lost productivity for an organization. In this dynamic, interactive, and fast-paced session, learn how to maintain productivity during change with a three-component system that is systematic, systemic, and inclusive. Explore: (1) seven phases that provide change agents direction, (2) methods to gather and diffuse information to keep everyone involved and informed, (3) roles and responsibilities for each group in the organization that is impacted by the change throughout each phase of the process, and (4) mistakes that cause change initiatives to fail. Learn how this system allows organizations to “get it right the first time.” Become proactive by embracing change as positive, rather than focusing on how to survive, cope, avoid, manage, or adjust. This session is based upon the book that Karl co-authored with Bill Lee, Organizing Change: An Inclusive, Systemic Approach to Maintain Productivity and Achieve Results from Jossey Bass/Pfeiffer/Wiley (2003).
The second is new to the conference this year. Here is a description of the program:
Partnering for Quality: It’s Better Together!
Attention to teamwork and quality began in earnest in American business in the mid-80’s. Yet, today, many individuals and organizations do not practice teaming on the job. In this highly interactive and fast-faced presentation, you will learn the documented advantages of working in teams, four major processes to build partnering (goals, roles, processes and procedures, relationships), and links to effectiveness and efficiency on tasks and projects. Throughout the session, you will hear real-life examples of the presenter’s experience with teamwork and improved quality in the construction and utilities industries, among others.
Many people have asked me what are the keys to successful organizational change? The kind of change that will actually stick? This happened most recently late in the spring, when I facilitated a workshop on this topic at the American Society of Quality (ASQ) annual Cowtown Roundup in Fort Worth.
The best-selling business book I co-authored with Bill Lee, Organizing Change (Jossey Bass/Pfeiffer, 2003) had three guiding principles:
inclusive – involve as many people as possible, and as deep in the organization as possible, in that it is difficult to not support a change initiative you helped create
systematic – follow a logical set of steps to phase in the stages of the change initiative.
systemic – consider the impact of the change initiative on other units of the organization, as well as other organizations, consumers, and other environmental factors, and not just your own.
However, the first step is do not announce the change initiative! Never begin change with the change. Acknowledge the problem. Investigate. Discover. Observe. Ask questions. Listen. Learn. In some cases, a problem does not even warrant a change. In others, after conducting such due diligence, the change initiative that you actually promote may be entirely different from what you originally thought.
In other words, go slow. Be thorough. Find out what is going on. Many change initiatives fail because they are simply not proper and appropriate for the purported problem they are intended to correct.
No matter what your circumstances, you WILL deal with change in any organization, and no matter how you want to work with it, we have you covered….
Please spread the word about our November 12-13 public workshops on change. We hold these three workshops at the Richardson Civic Center, and to facilitate interaction among the participants, we limit seating to the first twenty persons registered for each program. See additional discounts at the bottom of this blog.
Our schedule and details follow:
Wednesday, November 12 – 8:30 a.m. – 12:00 p.m.
MANAGING CHANGE Facilitator: Randy Mayeux
In the midst of ever-increasing change, the ability to manage your own effectiveness is now required for virtually every position in an organization. In this program, learn how to turn change into a powerful competitive advantage, and into a friend, rather than an enemy. Register for this program if you want to:
- cope with change you must implement
- work in a change-friendly environment
- reduce personal anxiety about change
- produce an environment of freedom
- look for positive changes to implement
- use change as a tool to boost productivity and effectiveness
Price: $695.00 per person,* which includes breakfast, manual, and “work-with’s”
Wednesday, November 12 – 1:00 p.m. – 4:30 p.m.
CREATIVITY AND INNOVATION FROM CREATIVE AND INNOVATIVE EXPERTS Facilitator: Randy Mayeux
Randy will brief you on four separate business books on creativity and innovation, and build on the transferable principles from these books. Each participant receives a copy of all four books.
Part 1: Think Creatively
- Identify strategies to actively seek out and hire people with diverse backgrounds and thinking styles
- Explore steps to effectively manage resistance to novel or experimental proposals
Part 2: Demonstrate How to Develop Processes, Products, and Services
- Describe how to evaluate new opportunities unconstrained by existing paradigms but keeping an eye towards organizational goals
- Identify and describe steps to maintain the organization’s competitive edge with breakthrough solutions and disciplined risks
The four books are: (1) The Creative Habit by Twyla Tharp, (2) The Ten Steps of Innovation by Tom Kelley, (3) Weird Ideas That Work by Robert Sutton, and (4) Creativity, Inc., by Jeff Mauzy and Richard Harriman
Price: $775.00 per person,* which includes lunch, manual, four books, and “work-with’s”
Thursday, November 13 – 8:30 a.m. – 4:30 p.m.
LEADING CHANGE Facilitator: Karl J. Krayer, Ph.D.
Why sit in the passenger’s seat for the next change initiative in your organization? Instead, sit in the driver’s seat and lead it! Your organization can maintain productivity and achieve results while in the midst of change by following three key principles to make the initiative you lead to be: (1) inclusive, (2) systemic, and (3) systematic. Register for this workshop if you want to:
- take a proactive approach to an issue, problem, or opportunity
- gain commitment by influencing others affected by a change
- measure and evaluate the effectiveness of a change initiative
- design a change initiative that you can implement in an inclusive, systemic, and systematic way
- boost the positive impact of a change initiative that you organize
Each participant receives a copy of Karl’s book, Organizing Change.
Price: $1,370 per person,* which includes breakfast and lunch, manual, CDROM template, book, and “work-with’s”
Both MANAGING CHANGE and CREATIVITY AND INNOVATION FROM CREATIVE AND INNOVATIVE EXPERTS for $1,200 (save $270)
Either MANAGING CHANGE or CREATIVITY AND INNOVATION FROM CREATIVE AND INNOVATIVE EXPERTS and LEADING CHANGE for $1,770 (save $375)
Best value – all three workshops for $2,200 (save $540)
We offer discounts for multiple registrants from the same organization with a single payment:
- 2nd person – receives 10% discount from the per-person price
- 3rd person – receives 15% discount from the per-person price
- 4th person – receives 20% discount from the per-person price
- 5th person – receives 25% discount from the per-person price
REGISTRATION AND CONTACT INFORMATION
You can use this registration form and return it to us. Simply click on the image below and you will see a full, printable page.
If you prefer, we can also mail, fax, or e-Mail this registration form to you.
We are glad to answer questions from you, so please call or send an e-Mail. The number is (972) 980-0383. The e-Mail is:
We look forward to hearing from you.
When Bill Lee and I wrote Organizing Change (San Francisco: Pfeiffer-Jossey Bass, 2003), we did so from a large-scale perspective. Our premise was that it is easier to consider change from a high-level such as a one that affects an entire organization, then, whittle it down to whatever level you want to use, such as a division, department, or unit.
While the magnitude of a change may differ by size, the principles do not. As you read our book, you will find three major concerns that you want to be aware of for any change that you lead or initiate. These are to be:
inclusive – go as deep as possible in the organizational charts of the areas affected by the change; get input from as many people as you can; it is difficult to argue against a change you helped create. Remember what Covey said years ago – “without involvement there is not commitment.” Make the change “our initiative” not “mine.”
systemic – consider how the change will affect all types of stakeholders; consider other departments or units in the organization, internal and external customers, consumers, and so forth.
systematic – organize the change phase by phase; decide who does what when; get it right the first time, and you will not lose productivity while kicking off the change initiative.
When you lead change, you are in the driver’s seat, not the passenger’s seat. You make decisions that craft and create important paths that various stakeholders take to solve a problem, correct a difficulty, or make something that is “good” even better. What is important, however, is to know that you never begin with the change initiative. You always begin with the recognition of a problem, issue, or uncomfortable situation. That principle will remind you of John Kotter’s first step in his change process, which is URGENCY. In fact, he wrote an entire book about that step, which you can purchase a synopsis of from 15MinuteBusinessBooks.com.
It is amazing how many people I have taught this process to in professional workshops and courses over the last ten years. I remember the first one for Citi so well, as if it were yesterday. Right now, we have two weeks to go in the MBA course “Leading Change” at the University of Dallas College of Business, where I use this book and teach practical implementation of the process. In this course, we don’t talk about change – we make change.
I know it works. We would not have had this many interested people if the process were unsuccessful. Fortunately, I hear back from so many individuals who implement the program in their organizations, that I am inspired to continue to share it with others.
At Creative Communication Network, we offer two paths for change. We do this in workshops, consulting, and coaching for both paths.
Take MANAGING CHANGE
if you want to:
Cope with change you didn’t create
Work in a change-friendly environment
Reduce personal anxiety about change
Produce an environment of freedom
Look for positive changes to implement
Take LEADING CHANGE
if you want to:
Reduce the impact of a problem
Design an organized change initiative
Gain commitment by influencing others involved in the change
Boost the positive impact of change on those affected by it
Measure and evaluate the effectiveness of the change
We’re really excited about these programs. We will be going into companies as well as conducting public workshops. Complete information, including agendas, outlines, objectives, pricing, and other details are available by calling (972) 980-0383 or sending an e-Mail to:
Don’t wait! Join the fully satisfied individuals from many organizations who have benefited from these programs.
Here is how to get the book that we use in Leading Change. It is now a print-on-demand book directly from the publisher. After you get it, you can contact me for the templates that are featured within the book. This is the link to use:
Earlier this month, the Governor of Texas, Rick Perry, proposed that Texas abandon using traditional textbooks in public schools and replace them with computer technology.
In the story, published by the Associated Press in newspapers across the country, Perry asked participants at a computer gaming education conference in Austin, “I don’t see any reason in the world why we need to have textbooks in Texas in the next four years. Do you agree?”
“Paper textbooks get out of date quickly,” Perry said, sometimes even before they reach the classroom. He noted that since he took office in 2000, some schools have used textbooks saying Ann Richards was governor. She served from 1991 to 1995. You can read the entire article here.
There is no question that authors can update electronic content faster than traditional textbooks. Indeed, by the time that a book is released for distribution, up to 18 months can have passed since the author wrote the material.
However, faster is not the equivalent of better. The Governor’s proposal removes a critical element of scholarship, and that is peer review, or refereeing.
When your child reads a traditional textbook, you can be sure that its content has passed strong scruitiny by expert reviewers. In most cases, at least three independent experts review the content of each book prior to publication. I know this because I have served as a reviewer for several publishing companies over the years, and my own co-authored book, Organizing Change, published by Jossey-Bass/Pfeiffer, underwent rigorous peer review.
If we allow authors to update their own material without subjecting those changes to referreed expert review, we are placing the quality of our children’s education in severe jeopardy. The entire purpose of having texts read by experts is to eliminate and correct factual errors before they reach the printed stage.
Two parallels come to mind. The first is the entire self-publishing industry, frequented by many of my colleagues who are members of the National Speakers Association. In order to get a book out quickly and effortlessly for back-of-the-room sales, they create their own work through a made-to-order publishing arm, using a process that bypasses refereeing. The second is Wikipedia, whose content is built by users, and whose corrections are formal and bureaucratic, but hardly scholastic in the tradition of academic review.
Maybe it is wrong that today’s students read that Ann Richards is Governor of Texas. But, the reality is that the history is true. She was the Governor of Texas. I would rather my children read accurate history than up-to-date fallacies.
Should this be an issue that affects his re-election at the polls? Do we really want a Governor who thinks that faster is better, and who is willing to sacrifice quality and accuracy for speed?
What about you? Send me a note so we can start some dialogue about it.
I hope you had the chance to read the recent blog by Randy Mayeux, in which he inserted a table of topics and issues, correlated with best-selling business titles. The title included “strategic plan” and you can find it quickly by clicking here, or by going to “Randy’s blog entries” under Categories on the main blog page on this site.
You should find that table very useful in selecting business books to learn and share information about for each topic on the job with your colleagues and direct reports. This was an ambitious undertaking. As Randy writes, a strategic plan for how to discover what to read and how to incorporate what you read is absolutely the right thing to do. Working from a plan makes the time that you invest in finding and reading these books worthwhile. You will find that we have prepared synopses of many of these books on our 15MinuteBusinessBooks.com site.
Classifying books by subject matter is a difficult task. It is particularly challenging when someone asks, “what is The Outliers about?” Most books are about so many things that it is hard to say. Even Amazon.com does not do well at classifying books. For example, my own book, Organizing Change, is sold there under team building, when in fact, there is scarcely any mention of teams from cover to cover.
Our pledge is to build upon the table that Randy started and make an honest attempt to give you an accurate classification of every book that we have presented at the First Friday Book Synopsis. We will publish that table on our FirstFridayBookSynopsis.com site. How will we know what goes where? It will take some sweat, some arguments between us, and maybe some luck or divine intervention.
But, at least we are starting from the right place. We read every one of them!