C4C Ch 6 Inspiring Change (varied)

The process of individuals reflecting on their own actions and contributions to a situation.

A blaming attitude towards others, often hindering problem solving.

Sharing experiences and viewpoints with peers to gain insights and promote learning.

Providing feedback verbally before submitting a written report, allowing for adjustments and clarification.

A collaborative discussion between a consultant and client to analyze findings and propose solutions.

The likelihood of implementing changes increases when clients are actively involved in developing solutions.

The fear and anxiety experienced when presenting information to a known audience.

An emotional response to criticism, often leading to defensive reactions.

Feedback given by someone directly involved in the work being reviewed. This can be more impactful than feedback from an outsider because it comes from someone who truly understands the context.

The capacity of individuals or organizations to acknowledge and address their own weaknesses and areas for improvement.

A process that encourages individuals to reflect on their own performance and identify areas for growth.

Direct and straightforward communication, often used to address sensitive issues or provide constructive criticism.

The act of expressing appreciation for something, often done through actions, words, or gestures.

A discussion where different perspectives are shared and explored, leading to a better understanding and resolution of issues.

Putting feedback in writing; often seen as a formal method of documenting performance or improvements.

A situation where individuals are too polite or hesitant to express their honest opinions or concerns.

The act of providing constructive criticism and insights to individuals or groups, often focusing on their performance, progress, or areas for improvement.

A written document that summarizes observations, findings, and recommendations made by a consultant.

A way of providing feedback that allows for honest and open dialogue between two individuals, typically in a private setting.

The core principles and values that guide an organization's operations and culture.

A challenging situation where a consultant must decide between safeguarding the truth and protecting the feelings of those involved.

The idea that feedback should be presented in a way that is clear, respectful, and considerate of the recipients' perspectives.

Using feedback to help individuals and organizations identify and address their weaknesses, leading to growth and improvement.

Giving feedback that is specific, actionable, and focused on the individual's behavior or performance.

A situation where individuals or teams make surface commitments to change, but don't genuinely take ownership for their personal transformation.

The importance of engaging with the emotional aspects of change, rather than just relying on logic and reason.

A situation where stakeholders are shocked and caught off guard by sudden negative changes.

The practice of addressing and acknowledging the difficult or challenging issues that are often avoided in discussions.

The point where a change process becomes stagnant or stuck, making progress difficult.

The ability to see a change initiative from a wider perspective, considering its impact on the overall organization rather than just individual departments.

Allowing time for reflection and consideration before making critical decisions, especially in a change context.

A statement that emphasizes the limitations of rational planning in driving fundamental organizational change.

A process of helping an organization cease operations responsibly, ensuring that existing commitments are fulfilled and the needs of beneficiaries are met.

A structured way to help an organization acknowledge its achievements and contributions before closing.

The ability of an organization to adapt to change before it becomes essential.

The emotional response when faced with change, including loss, frustration, and anger.

The impact of delaying decision-making, often leading to more complex and challenging situations.

The practice of openly discussing and acknowledging one's current emotional state.

The act of making individuals redundant or moving them to other roles during an organizational transition.

The process of clearly defining the organization's purpose and beneficiaries' needs.

The core reason or purpose behind an organization's existence, often stemming from its founding principles or the initial motivations of its creators.

The process of encouraging individuals within an organization to share their personal stories about their experiences, motivations, and connections to the organization's purpose.

A sense of calling or deeply held purpose that drives individuals to contribute to an organization's mission.

The exploration and understanding of the religious beliefs and practices within a particular organization or context.

The ability of a consultant to acknowledge and respectfully integrate faith-based perspectives into their work.

The potential for a consultant to overlook or underestimate the influence of faith in a particular context, leading to superficial or ineffective strategies.

A situation where an individual's actions or choices lead to negative consequences, potentially impacting their personal or professional life.

Expressing empathy and concern for marginalized or mistreated individuals, highlighting their experiences and advocating for their rights.