What makes you tick?
Yesterday we acknowledged successful change can happen. We related the story of likening an approach to take to one which would also work in the stressful situation of how to change negative behaviour in a toddler. Examining such an approach to this problem gave us a fabulous insight and a model to work with to deal with change at work. This is one way of staying in control personally and professionally.
Today I will guide you through a first look using a work specific example.
As an employee in a firm undergoing change, how you are viewed by the firm and your reaction to it will be directly affected by the five key insights we discovered yesterday.
First let’s understand key insights we discovered yesterday with Ben and Joe, namely awareness and desire.
For a work perspective, let’s have a look at a very common change issue, the implementation of a new software package.
Your reaction to the change might well be negative if you believed the change was not needed, that is you were not aware any changes were required.
Recognise these reactions?
“If it ain’t broke don’t fix it”
“They never tell us what’s going on”
“This is a waste of time”
What is our natural reaction to change, even in the best of circumstances…? To resist, isn’t it?
The awareness of the business need to change is the critical factor of any change and MUST COME FIRST.
If an explanation had been given at the onset of the change initiative and it was explained the old software would not longer be supported by the vendor, along with the fact the software had become necessary to meet the needs of your customer, based on awareness then, your reaction may well have been very different..
“How soon will this happen?”
“Will I receive new training?”
“How will this impact me?”
Taking this a step forward, let us assume you were informed of the requirement to make the change, but you had no desire to support or participate in the change.
Now in the reverse position, you might well be on the receiving end of an emotional response from individuals from within the organisation. There is a risk you may be labelled as unsupportive, inflexible or even difficult. Accusations of lack of vision or initiative may well be levelled at you. A pessimist or cynic are also labels that could be attached to you.
Tomorrow we will look at a scenario where skipped steps and knowledge building can sabotage a change initiative.