Please enable JavaScript.
Coggle requires JavaScript to display documents.
Change Artistry (Seven lessons from a top-down change (How people respond…
Change Artistry
- Seven lessons from a top-down change
- A change usually represents someone's best idea on how to solve a problem or respond to an external event
- One person's carefully considered idea is another person's incomprehensible surprise
(it's very important for people to understand the thinking behind a change. They need information and time to digest it)
- The people seeking a change may value different things than the people expected to change
(people who asks others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what's valuable to the people they expect to change)
- Change always involves loss
(think about who is benefiting and who is losing as a result of the change, and then be prepared to empathize with people's sense of loss)
- Choice or coercion depends on where you sit
(engage the affected people in designing the change. Engagement increases support)
- How people respond to a change
is a rich source of information
(learn the reason behind "resistance")
-
-
-
-
They believe the new way will cause harm - to customers, the company, the employees,...
-
-
-
- People change to retain something they value
(take time to find out what people value and how the change relates to what they value)
Lack of enthusiasm for a change proposal may not mean it's a bad idea. But it's a good indicator that there's work left to be done in introducing the idea, understanding what people value, and incorporating their ideas
-
Describe the goal of the change you are looking for.. The "why" behind the change. If you were on the other side of this change (being asked to change) would that convince you?
-
-
-
-
-
-
-
Orient themselves to the goal, tasks, and priorities of the group
-
- Four tips for getting your ideas accepted
-
-
-
-
-
If you want people to change their behavior,
change the system that drives the behavior
-