change management

The conflict inherent to change

You may at some point have seen a version of the Change Acceptance curve. People process change in very similar ways along a path that, when it works, takes them from status quo levels of satisfaction through denial, resistance, exploration, hope and commitment.

 

Interestingly, this maps pretty neatly to the stages of grief: denial & isolation, anger, bargaining, depression and acceptance. One useful filter for change management is to view it as a way to help people move through their grief about why things cannot “be like they always were before.”

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By | May 19th, 2016|change management, internal communications|0 Comments

Three ways to help employees accept the next big change

Lack of employee acceptance is a main reason for the failure of many company initiatives. Leaders can generate a lot of electricity at the corporate power plant, but if the “power lines” to employees are broken, your energy will not translate to action or results.

 

What good is a brilliant strategy that never comes to fruition? What is the real cost of failed or forced implementations in terms of employee morale and institutional inertia when the next big initiative comes around?

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Four reasons the “burning platform” gets change wrong

The burning platform has a storied place in the jargon of change management. The idea of creating urgency has been prominent in the literature, beginning with John Kotter’s seminal work, Leading Change.

 

Some prefer to frame urgency up as “eliminating complacency” or “unwavering leadership commitment,” but the basic premise remains: to make big changes you have to give employees a stark picture of the current situation.

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By | May 13th, 2016|change management, internal communications|0 Comments