Resistance To Change

Why We Need To Do Change Differently

So Why Do We Need To Do Change Differently

1. Because the old ways are too slow and hard

Traditionally change has been a top-down, linear, compliance process; first designed and then implemented. In today’s fast paced world this takes too long and is too hard. People resist the pressure. Instead we need change that is whole-system owned and generated, focused on maximising tomorrow not fixing yesterday.

Five Ways To Increase Efficacy And Resilience During Change

It is very easy for people to become demoralised or demotivated during change as work becomes harder (less familiar) and possibly less rewarding (we’re not yet skilled at it). At the same time there is often a sense of loss of past habits or pleasurable activities, and a disruption to rewarding relationships. At the same time the manager can be so distracted and pressurised with all the meetings and decisions to do with the change programme that they are less relaxed and more critical than usual. They may also be around less, removing a valuable source of positive feedback for people.

To counter-act this, to ensure that people maintain good morale, are motivated, effective and resilient, we need to concentrate on helping people maintain a positive emotional state and a belief in their ability to influence things happening in their world.

Eight High-Value Ways To Access Our Expertise

1. Use Our Learning and Development Activity Support Card Packs

Over the past year we have assembled a range of card packs to support development activities from coaching to strategy development. In particular we have our own Positive Organisational Development Cards that condense the wisdom of positive psychology into questions and action suggestions across twenty themes, from leadership to positive emotions. We also have a selection of Strengths Cards suitable for groups across the organisation. And we have a range of other cards to enable work with Values, Behaviour, Expertise and Emotional Intelligence. While many have free downloadable pdf guides, all are highly versatile, easily portable and great value!

The Distinctive Nature of Co-creative Change

How is it different, why is it better?

Co-creative approaches to organization change such as Appreciative Inquiry, Open Space, and World Café have some very distinctive features that differentiate them from more familiar top-down planned approaches to change.

Seven Helpful Things To Know About Achieving Change In Organizations

The plan is not the change

All too often those involved in creating the plan for change believe this to be the most essential part of the process, worthy of extended time and effort, while implementation is seen as ‘just’ a matter of communicating and rolling out the plan. Plans are a story of hope. Change happens when people change their habitual patterns of communication and intervention in a meaningful and sustainable way.

How ‘Change Management’ Can Be A Hindrance To Achieving Organizational Change

Given this is it surprising the extent to which organizations struggle with the concept of change in organizations. Myths abound. Working with organizations I constantly hear the refrain ‘people don’t like change’ and ‘change is hard’. Neither of these statements are necessarily true, as we see below. What is true is that the way we understand organizations, understand change, and go about achieving change can make the job much harder than it need be.

Forget Carrot Or Stick – Try Nudging

In any organisation there is always a variety of tools available to managers to influence staff towards desired behaviour. This has traditionally been seen as a choice between two general approaches: incentives and coercion, or, the carrot or stick approach.

 

 

Now there is a new alternative

This third method utilises the natural inertia of most people when confronted with the choice of accepting the status quo or changing things

Cultivating A Positive Culture

What is a positive culture?

Cameron’s research has revealed three key distinguishing features that define a positive organisational culture. Essentially these are: an interest in learning from success to exceed standard performance; the cultivation of graceful behaviours such as helpfulness, patience, humility, forgiveness; and a bias towards spotting and affirming the good in people and situations.

How To Avoid Triggering Resistance To Change: 5 Benefits of Co-Creation

It is true that, on the whole, people aren’t widely enthusiastic about change that is forced upon them without consultation that appears to make their life or working conditions worse. It is also true that people will buy the idea that if they point out the problems that the proposed change will cause, they will be labeled as a troublemaker or worse. Given this, they may stop saying anything. This compliance is often confused with ‘buy-in’.

'How do you create a sense of urgency in positive approaches to change?'

This was the question posed to me recently by an HR Director taking up a new post with a big change agenda. He was attracted to the idea of positive change, but working with an organization with a long and successful history, he was challenged about how to galvanise the workforce into engaging with the necessary changes. I thought it was a great question and it has stayed with me.

Why make organizational change so hard for yourself? 5 myths busted

Leaders and managers are increasingly expected to introduce changes in work practices, routines and structures as part of their management role. Myths abound about the challenges of doing this. Here we lay five to rest.