Lon Setnik, MD FACEP, MHPE %% #moc/publish # MOC Concept Why do I want to make this MOC? MOC Process: > - _**Cluster**_ ideas/notes together. > - Add lines between clusters (add the gaps). > - _**Chart**_ the empty spaces between clusters (map the gaps). > - _**Create**_ a new “thing” note. > - _**Create**_ a new “statement” note. > - _**Collide**_ your ideas. > - _**Clarify**_ your note titles. > - _**Connect**_ your notes. > - _**Cut up**_ a note into two. > - _**Combine**_ two notes into one. > - _**Cast aside**_ notes that are no longer relevant. > - _**Categorize**_ the notes in the MOC. _Mapping Concepts_ includes mostly creating links to other ideas. It is a higher order of note making. Creating Maps of concepts include finding the [[emergence]] and [[Convergence]]. This is an inherently [[Constructivism]] way of creating knowledge and storing ideas. It mirrors the way our brain works. It is a way of organizing and [[dealing with complexity]] [[Knowledge Value Making]] allows us to keep each note small, but to create meaning in and between each note. ```toc style: number min_depth: 2 max_depth: 6 ``` %% ## What's the big idea here? Change management involves the difficult job of changing organizational [[Forming Habits]]. This involves a complex interplay between [[culture,]] [[Leading]], management, [[Forming Identity]], and [[Doing]]. Multiple change management philosophies exist, such as [[Kotter's 8-Steps]], [[lean management philosophy]], [[Appreciative Inquiry]], etc. All can work, as long as they become part of the organizational philosophy. [[transitions involve a messy middle]] as people and organizations move through the uncomfortable state of [[provisional identity]] when they have not yet becoming the new thing. This time is a time of discomfort because [[you always get worse before you get better]] during a period of change. Organizations exist in [[Systems]], so they tend to want to go back to their state of homeostasis. You can't just change one part of a system and end up with a new outcome, so it's key to think of identifying the [[risk & vision]] to staying the same and changing, and continuous pressure to move towards the vision. Often times finding anything that sticks and is [[sustainable]] is more important than the specific change, so [[dial down the scope instead of delaying or canceling]]. Create a period where people believe _any_ change is possible. Celebrate the wins here, [[positive deviance]] can be sought and identified, because [[you amplify what you focus on]]. Set yourself and your team up for future action using [[The Hemingway Bridge]] to start small, find good constraints to manage [[Parkinsons Law]], learn to make sustainable change, and use this as a path to making tomorrow's work easier. ![[transitions involve a messy middle]] %% ## Unrequited notes (by link) _update when creating MOC to point to this note_ These notes point directly to this note. But this note doesn't point back. ```dataview table file.mtime.year + "-" + file.mtime.month + "-" + file.mtime.day as Modified from [[Change Management]] and !outgoing([[Change Management]]) sort file.mtime desc ``` ## Associated notes (by tag) _Update when creating MOC to point to this tag_ These notes have this associated tag: `#MOC Template`. ```dataview table file.mtime.year + "-" + file.mtime.month + "-" + file.mtime.day as Modified from #on/change or #on/projectmanagement and !outgoing([[Change Management]]) sort file.mtime desc ``` %%