Many organizational changes end with unpopped kernels. The unpopped kernel problem in organization change occurs when a leader signals a new strategy or tactic and does everything right to support the emergence of new behaviors, but gets no results from a few managers.
People don't participate because they are going to get another 20 percent boost in salary. They participate because they want to work on something exciting and meaningful in a bigger way to the organization.
When I graduated from college with a bachelor of arts in religious studies, working in the nonprofit sector seemed like an appropriate 'fit.' However, now more than ever the sector is in need of students and professionals from a variety of disciplines.
The word 'organization' shares the same root with 'organism' and is no less a living thing. So in order to maintain flexibility, resiliency and top performance, your organization needs 'exercise,' too. Organizations need to stay "fit."
Given the enormous changes, challenges and opportunities facing the entire educational industry and every individual college, a critical foundation of effective organizational stewardship that will foster the imperatives of change is harmony.
I became the CEO of the Girl Scouts of the USA at a pivotal moment in its history; my first year happened to coincide with the 100th anniversary of the founding of Girl Scouting, and as we celebrated that amazing milestone, we realized we also had a unique opportunity to take stock.
All too often companies' efforts to improve their social and environmental sustainability have suffered the same fate as other programs. They produce initial gains that soon dissipate. But this does not have to happen.