Coal Mines
The deepest Coal Mine in the world is over 5000 feet below the ground in the UK. Many in the United States are over 1200 feet deep, most of those are closed and now few are remaining. There is a mine in Alabama, which is the deepest vertical shaft coalmine in North America, with operations at 2,140 feet beneath the surface. It is hard for the coalmines in Washington State, Pennsylvania, West Virginia and Alabama to compete with the incre

The Power of Approachability
Alright. Something weird is going on here.In the past few weeks, I’ve had three different people make almost the exact same comment to me.First it happened in Salt Lake City. I was recovering from a multi-speech day, resting in my hotel room, watching Anchorman. I checked the voicemail on my cell. It was from a strange guy named Mike. His message explained that he’d read my first book and would love to chat sometime.Are there different types of organizational transformation? In our work as internal and external consultants over the last twenty years, we have seen four distinct types of organizational change.

Don't Upset the Applecart With this type of change, you merely calibrate or tweak some aspect of the current system. It is very restrictive in focus and perpetuates much of the old, and in some cases, flawed system. Since it is a relatively low threat and painless change, it has limited effect on the employees’ mind set, and oftentimes, does not allow much, if any, transformation to occur.

Boomerang This type of change is common in organizations of all types and sizes. It is reactive and responsive to both internal and external forces. This type of change is problem-focused, with very clear objectives and outcomes. Because there is no built-in mechanism for perpetuating the new way of doing things, organizations more often than not fall right back into their old habits and practices. You throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market

of change, you merely calibrate or tweak some aspect of the current system. It is very restrictive in focus and perpetuates much of the old, and in some cases, flawed system. Since it is a relatively low threat and painless change, it has limited effect on the employees’ mind set, and oftentimes, does not allow much, if any, transformation to occur.

Boomerang This type of change is common in organizations of all types and sizes. It is reactive and responsive to both internal and external forces. This type of change is problem-focused, with very clear objectives and outcomes. Because there is no built-in mechanism for perpetuating the new way of doing things, organizations more often than not fall right back into their old habits and practices. You throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market

e employees’ mind set, and oftentimes, does not allow much, if any, transformation to occur.

Boomerang This type of change is common in organizations of all types and sizes. It is reactive and responsive to both internal and external forces. This type of change is problem-focused, with very clear objectives and outcomes. Because there is no built-in mechanism for perpetuating the new way of doing things, organizations more often than not fall right back into their old habits and practices. You throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market

ces. This type of change is problem-focused, with very clear objectives and outcomes. Because there is no built-in mechanism for perpetuating the new way of doing things, organizations more often than not fall right back into their old habits and practices. You throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market

u throw out the old way of doing things, but the old way comes back, just like a boomerang.

Boil the Ocean This type of change and transition seems to be surfacing due to the rapid changes in our economic system, stock prices and market fluctuation, rampant M&A activity and a vast amount of changes in top leadership positions. With the Boil the Ocean approach to organizational transformation, companies are constantly trying to harness and grasp all change and transition activity in one fell swoop. This approach is costly and dangerous. Taking on too much at one time weighs down and drains the energy from the organization than a more focused piece by piece approach would do.

Conscious Creation This is the most effective type of change. It involves a gradual metamorphosis. Because this is not a superficial process, this type of change typically causes a high level of pain on the front end. However, the rewards (creating a culture that is resilient and can handle change) are worth the effort and energy, because you will create a new culture in which change becomes relatively painless.

Conscious Creation comes about through true commitment and thorough understanding of how each change initiative (whether it happens at the departmen