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Casual Articles - Communicating Change Management: Change is the Same as It Always Was
Here is my personal list of things to do at your networking group:(1) Bring your business cards. Sound simple? Well, I regularly meet people at networking groups who have forgotten their cards or their cards are at the printers. Keep an ample supply in your car
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make i
What else would I do first thing in the morning?It's 5.50am when I jump into the pool. When the cool water hits my body I'm instantly awake. Awake enough to think,"why do I do this? I could still be in bed! Am I crazy ?"Before you say "Yes," I
A manager during change is like a sea captain, they need to get their ship together.
Change is not the problem; resistance to change is the problem.
The Gallup Institute study of eighty thousand managers and over a million employees’ shows how dramatically employee opinion can affect productivity. And while we can't control much of the world changing around us, we can control how we respond to how employees feel about a changing environment.
When things change, people are afraid they will no longer be experts. They will have to learn the new way, and no one wants to be a senior beginner.
Our studies show that to make change work, we have to prove to our key people that the change means getting results better than (or at least equal to) those achieved the old way, assure them that their experience has value, and then get them to spread that message through the organization.
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make it
There is a marked difference between the quick-service companies that are celebrating an anniversary this year and the foodservice products that are doing the same. To wit, little has changed about the Tater Tot since it first appeared in grocery stores 50 years ago.
The Gallup Institute study of eighty thousand managers and over a million employees’ shows how dramatically employee opinion can affect productivity. And while we can't control much of the world changing around us, we can control how we respond to how employees feel about a changing environment.
When things change, people are afraid they will no longer be experts. They will have to learn the new way, and no one wants to be a senior beginner.
Our studies show that to make change work, we have to prove to our key people that the change means getting results better than (or at least equal to) those achieved the old way, assure them that their experience has value, and then get them to spread that message through the organization.
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make i
There are several legal complications involved in mergers and acquisitions. It is advisable to hire a lawyer for mergers or acquisitions. Lawfully binding contracts and agreements have a lot of terminology that people may not understand. Lawyers have requisite knowled
When things change, people are afraid they will no longer be experts. They will have to learn the new way, and no one wants to be a senior beginner.
Our studies show that to make change work, we have to prove to our key people that the change means getting results better than (or at least equal to) those achieved the old way, assure them that their experience has value, and then get them to spread that message through the organization.
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make i
"If you ask (people) what they want in a leader, they usually list three things: direction or vision, trustworthiness, and optimism. Like effective parents, lovers, teachers, and therapists, good leaders make people hopeful." — Warren Bennis, An Invented Life: Reflect
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make i
You see and hear it everywhere it seems. We're the best because we really care about our customers and we provide great customer service. So if every business out there offers great customer service, then why does it seem that we as consumers are getting worse servi
Resistance management (tactics for systematically managing resistance)
The eight most common beliefs and reasons that people resist change:
1. There isn't any real need for the change.
2. The change is going to make it harder for them to meet their needs.
3. The risks seem to outweigh the benefits.
4. They don't think they have the ability to make the change.
5. They believe the change will fail.
6. Change process is being handled improperly by management.
7. The change is inconsistent with their values.
8. They believe those responsible for the change can't be trusted.
Being prepared for the resistance and making sure your solutions fit the existing culture are the keys to making change work.
It’s important that the new way makes sense at all levels. A solution is not viewed as valuable if it just compensates for a flaw in the system.
What do you get when you cross lassie with a pit-bull? A dog that will rip your leg off and then help you go find it.
What good is that?
© Wynn Solutions 2005
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