One of the main mistakes change leaders make is trying to plant the seed of change in unbalanced soil. When there is an over focus on protection at the expense of growth ideas can’t get traction. People have a deep need to feel alive, to grow and thrive. They also have a core need to feel safe and protected. The problem comes when those two needs get out of balance.
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Archive for the 'Change Management' Category
One of the inevitable results of growth is change. This maxim is as true for organizations as it is for individuals. When ‘what has been’ morphs into ‘what is new’, opportunities proliferate but dislocations occur that affect every part of a company. I recently helped one navigate these perilous waters. The experience brought several important lessons into focus.
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Combining both the verbal and non-verbal aspects of communication is a critical part of communicating the direction and vision of the change effort. It is critical to get management to not only not get in the way but to visibly ad actively support the change. This articles discusses the pitfalls to good communication and how they can be overcome.
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The Maslow theory of motivation brought a new face to the study of human behaviour. Maslow was inspired by greatness in the minds of others, and his own special contribution to the field of motivational psychology led to the creation of the concept of Humanistic Psychology which is predicated on the belief that humans are not simply blindly reacting to situations, but trying to accomplish something greater. This forms the basis of much current understanding of what constitutes good leadership, and forms a major foundation of prevailing models and theories of successful change management…
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Virtual Workforces offer companies an innovative, sustainable solution to human resources challenges. Taking telecommuting to the next level, a virtual worker is an independent contractor saving companies traditional employee-related overhead costs.
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Changing management happens more smoothly if people have practiced the “tools” before hand. Get everyone using the “people tools” before you leap into a work change. You’ll be surprised how much easier change becomes. Resistance will be minimized.
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Vodafone’s chief executive woke up recently to an unexpected letter from Robin Bienenstock at Bernstein Research. Excerpts from the letter, published in the newspapers, gave advice on what could be done to turn around, what she saw, as the company’s underperforming business.
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Why do people resist change? Because they do not really trust that change is going to be an improvement for them. For organizational change to be accepted, employees must have trust in management’s intentions and trust in management’s ability.
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Sadly, the success rate of change management projects in today’s companies is sobering based on statistics. The bottom line is that too many organizations change processes or introduce new technologies but do not prepare their people to make the change or adapt the organization to sustain the change.
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1. As a manager do you feel isolated? 2. Do you experience problems, whether it be staffing, policy, communication etc on a regular basis with no one to discuss them with?
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